Arun Jayaram

Arun Jayaram asked about the evolving mix between Flowco's rental and product sales segments, seeking insights into current trends and expectations for this mix in Q1 and throughout 2026.

Answer

President and CEO Joe Bob Edwards, along with CFO Jon Byers, explained that consistent investment in HPGL and VRU fleets has driven rental revenue growth and improved margins, a trend expected to continue in 2026 with growth CapEx around $100 million annually. Jayaram also inquired about Flowco's international growth initiatives, particularly the strategy for global scaling and details on partnerships in the Middle East and Latin America for 2026. Edwards clarified that international expansion is in early stages, focused on supporting U.S. customers and national oil companies with a capital-light approach through partnership agreements.

Arun Jayaram with JPMorgan Chase & Co. inquired about the current trends between Flowco's rental and product sales segments, specifically the mix shift observed, and sought expectations for this mix in Q1 and throughout the remainder of 2026. He also asked for more details on Flowco's plans to scale its international growth initiatives in 2026, following the mention of new partners in the Middle East and Latin America.

Answer

President and CEO Joe Bob Edwards explained that consistent investment in HPGL and VRU fleets has driven rental revenue and EBITDA growth, leading to a positive margin-improving mix shift expected to continue in 2026. He emphasized the attractive returns and strong customer demand for these assets. Regarding international expansion, Mr. Edwards clarified that while early, the company is preparing to support U.S. customers exporting unconventional development capabilities and engaging with national oil companies. He noted that the Valiant acquisition enhances their offering, and the two signed partnership agreements involve experienced local companies, allowing for a capital-light approach.

Arun Jayaram from JPMorgan Chase & Co. asked for more details on the acquisition of assets from Archrock, including its impact on competitive dynamics for HPGL and VRU systems, and inquired about the progress of entering the midstream market with vapor recovery units.

Answer

President & CEO Joe Bob Edwards explained that the Archrock acquisition consolidates assets in a market FloQo pioneered, noting the deal is immediately accretive and allows the company to pull forward CapEx from 2026. He highlighted that 100% of the acquired assets are electric. Regarding the midstream opportunity, Edwards stated that FloQo is in the early stages but has moved beyond trials, selling a few dozen units to large, household-name operators, which could lead to significant future demand.

Arun Jayaram inquired about the recent acquisition from Archrock, asking for details on its impact on the competitive dynamics of the HPGL and VRU segments and the outlook for the second half of the year. He also asked about FloQo's progress in entering the midstream market with its vapor recovery units.

Answer

President, CEO & Director Joe Bob Edwards explained that the Archrock acquisition consolidates the HPGL market, is immediately accretive, and pulls forward CapEx from 2026 by adding idle, electric-drive units and new customers. Regarding midstream, Edwards stated that FloQo has sold a few dozen VRU units to large operators, moving beyond the trial phase and anticipating larger demand profiles in future quarters.

Asked for details on the recent Archrock asset acquisition, its impact on competitive dynamics and financial outlook, and progress in the midstream sector for vapor recovery units.

Answer

The company explained the strategic rationale for the Archrock acquisition, noting it consolidates the market, adds electric assets, and is immediately accretive. They also confirmed early but promising progress in selling vapor recovery units to large midstream operators.

Arun Jayaram asked about the competitive advantage of Flowco's domestic supply chain amid potential tariffs on Chinese-made ESPs, and for clarification on the revenue mix between product sales and rentals, as well as the drivers for second-half EBITDA growth.

Answer

CEO Joseph Edwards explained that Flowco's U.S.-based manufacturing and supply chain for High-Pressure Gas Lift (HPGL) provides a significant competitive advantage over China-reliant ESPs, a benefit amplified by tariff discussions. CFO Jonathan Byers added that the revenue mix, currently around 50/50 sales to rentals, is expected to shift towards the low-to-mid 50s for rentals by year-end. This shift to higher-margin rentals is a key driver for the projected low double-digit year-over-year EBITDA growth.

Arun Jayaram asked for an update on Flowco's 2025 outlook in light of recent macro changes, commodity price uncertainty, and softer forecasts from peers. He also followed up on the drivers for margin progression in 2025 after a strong Q4 performance.

Answer

CEO Joe Bob Edwards reiterated that Flowco's business is tied to stable production volumes, not volatile drilling activity, and highlighted their domestic supply chain as a defense against geopolitical and tariff risks. Edwards also explained that margins are expected to continue improving due to a favorable revenue mix shift towards higher-margin equipment rentals and away from lower-margin product sales.

Arun Jayaram (JPMorgan Chase & Co.) inquired about Ovintiv's updated 2026 shareholder returns program, specifically the increase to 75% of free cash flow, and sought clarification on the long-term 50%-100% range for shareholder returns. He also asked for more details on Ovintiv's long-standing surfactant program, its application in initial completions for productivity gains, cost-benefit analysis, and whether it has been tested for moderating base declines.

Answer

Brendan McCracken (President and CEO, Ovintiv) explained the 2026 increase to 75% of free cash flow for shareholder returns is driven by current equity undervaluation and achieving the $3.6 billion net debt target. He clarified the long-term 50%-100% range allows flexibility to avoid procyclical buybacks, with higher returns during lower commodity prices when equity is more valuable. Regarding surfactants, Brendan McCracken highlighted it as 'stacked innovation' driving Permian productivity. Greg Givens (EVP and COO, Ovintiv) elaborated that surfactants are liquid additives in frac fluid, improving oil recovery by altering surface tension. He noted 300 wells have been treated since 2019, showing a 9% oil productivity improvement, with 75% of 2025 Midland Basin completions utilizing them. Testing in producing wells showed less effectiveness.

Arun Jayaram (JPMorgan Chase & Co.) asked about the change in Ovintiv's 2026 shareholder returns program, increasing the mix to 75% from 50%, and how to interpret the 50%-100% long-term range. He also inquired about the details of the surfactant program, its impact on productivity, cost-benefit, and whether it moderates base declines.

Answer

President and CEO Brendan McCracken explained the shift to the upper end of the range for 2026 due to equity value and debt reduction, noting the long-term range allows flexibility to avoid pro-cyclical buybacks. EVP and COO Greg Givens detailed the surfactant program, confirming its focus on initial completions, its mechanism for improving oil recovery, and its application in 75% of Midland Basin completions in the prior year, while noting less effectiveness in producing wells.

Arun Jayaram asked about Ovintiv's potential role as a natural consolidator in the Montney basin and sought clarification on the long-term impact of tax changes on the company's U.S. cash tax rate.

Answer

President and CEO Brendan McCracken stated that while the company's operating model is working well, the bar for M&A is very high as their current premium inventory is hard to beat. EVP & CFO Corey Code explained that the reduced U.S. cash tax guidance is due to depreciation changes, and the rate should be around 3% of pre-tax book income for the next three years.

Arun Jayaram of JPMorgan Chase & Co. questioned the company's confidence in achieving its full-year CapEx target given front-loaded spending and sought assurance on the Anadarko basin's production ramp-up.

Answer

Executive Brendan McCracken expressed "100% confidence" in the full-year capital guidance, attributing the first-half weighting to accelerated activity from the efficient integration of new Montney assets. Executive Gregory Givens affirmed confidence in the Anadarko production ramp, noting that April volumes had already reached 28,000 barrels per day, on track for the guided 30,000 bbl/d run-rate.

Arun Jayaram inquired about the strategic implications of Ovintiv's deep inventory position on future A&D and free cash flow durability, and asked for an analysis of the potential impact of future tariffs on Canadian imports.

Answer

Executive Brendan McCracken explained that the deep inventory provides strong confidence in durable free cash flow and raises an 'already high bar' for future A&D. Regarding potential tariffs, he stated the company anticipates a 'modest impact,' as negative effects on the supply chain and gas exports would likely be offset by favorable foreign exchange movements, resulting in a net-neutral impact to 2025 cash flow.

Arun Jayaram of JPMorgan Chase & Co. asked about the implications of the upcoming LNG Canada startup for the Canadian gas market and Ovintiv's Montney position. He also requested commentary on the current A&D market and Ovintiv's ability to leverage its low-cost structure.

Answer

Executive Brendan McCracken stated that while LNG Canada is a long-term positive, its initial impact on AECO pricing might be transitory as operators have already drilled into the new capacity. On A&D, he noted that valuations have increased significantly, reinforcing the company's disciplined approach and the high hurdle rate for any potential acquisition.

Arun Jayaram followed up on the Barnett's 12-month cum plot, asking about its impact on oil growth and oil EUR per well. He also requested an update on surfactant pilot projects and their application in production management or new completions.

Answer

CEO Kaes Van't Hof noted that at $800/ft, Barnett wells offer comparable rates of return but significantly larger PV. CFO Jere Thompson stated the 50% uplift in oil at 12 months equates to EUR uplift, with Barnett wells at ~75 BO/ft ultimate recovery compared to core zones at ~50 BO/ft. Kaes Van't Hof described surfactant tests as early but exciting, with 60 wells tested in H2 2025. COO Danny Wesson mentioned lab work and seeing 'exciting results' in some DSUs, with teams refining chemical makeup. Kaes Van't Hof highlighted an average uplift of ~100 barrels/day for $0.5M jobs.

Arun Jayaram asked about the Barnett's impact on oil growth over time, noting the 50% higher oil cuts over the first 12 months, and requested an estimated oil EUR for an average Barnett well. He also inquired about the progress of surfactant pilot projects, whether they are used in base production management or new completion activities, and the observed results.

Answer

CEO Kaes Van't Hof highlighted that while the Barnett's rate of return is comparable to the base plan at $800/foot, the PV is significantly larger. CFO Jere Thompson stated that the 50% uplift at 12 months roughly equates to a 50% uplift in EUR, estimating Barnett wells at about 75 BO per foot compared to 50 BO per foot for core zones. Regarding surfactants, Kaes Van't Hof noted early but exciting results from a 60-well test in H2 2025, focusing on production side applications. COO Danny Wesson added that they've seen significant uplifts, averaging about 100 barrels per day for a half-million-dollar job, and are refining the chemical makeup and test design.

Arun Jayaram asked about Diamondback Energy's efficiency gains, specifically improvements in drilling and insights into the continuous pumping design for frac fleets, and its potential impact on dollar per foot costs. He also requested an update on corporate development activities related to power generation, referencing slide 25, given Diamondback's natural gas output and internal power consumption.

Answer

Kaes Van't Hof (CEO, Diamondback Energy) noted well costs decreased despite steel tariffs. Danny Wesson (COO, Diamondback Energy) detailed drilling consistency (1 in 10 wells under five days) and continuous pumping's potential for 20% more lateral footage per day, improving cycle times, though not yet modeled for material cost savings. Jere Thompson (CFO, Diamondback Energy) announced a commitment of 50 MMcf/d of natural gas to Competitive Power Ventures' Basin Ranch power plant (operational 2029), indexed to ERCOT, as an in-basin egress solution. He also mentioned reducing Waha exposure from 70% to 40% by year-end 2026 and exploring other power projects.

Arun Jayaram asked about efficiency gains, specifically improvements in drilling and the impact of continuous pumping design on frac fleets on dollar per foot costs. He also inquired about the reintroduction of slide 25 on power generation and corporate development activities related to it.

Answer

Kaes Van't Hof (CEO, Diamondback Energy) highlighted that well costs decreased despite steel tariffs, crediting the team's efficiency. Danny Wesson (COO, Diamondback Energy) detailed drilling consistency, with one in ten wells under five days, and expressed excitement about continuous pumping for increasing lateral footage completed per day, expecting improved cycle times and faster production return, though not modeling material cost savings yet. Jere Thompson (CFO, Diamondback Energy) explained the commitment of 50 MMcf/d of natural gas to a new power plant, indexed to ERCOT, as an in-basin egress solution, aiming to reduce Waha exposure from over 70% today to 40% by year-end 2026, and mentioned ongoing work on other power projects.

Arun Jayaram of JP Morgan Chase & Co. inquired about Diamondback's role in Permian consolidation and requested an update on its $1.5 billion non-core asset sale program.

Answer

CEO Kaes Van't Hof positioned Diamondback as the 'consolidator of choice' due to its proven ability to integrate acquisitions like Endeavor and execute at a lower cost. Regarding asset sales, he confirmed progress on the $1.5 billion target, with the EPIC pipeline stake and Endeavor water assets being the next major items, stating that binding documents are in progress.

Arun Jayaram asked for an estimate of the 2026 maintenance capital required to hold production flat at 485,000 bbl/d and inquired about the capital allocation balance between debt reduction and share repurchases.

Answer

President Kaes Van’t Hof suggested a $900 million per quarter CapEx run-rate would be a reasonable baseline to maintain that production level. He further stated that share repurchases are the 'smartest capital allocation decision today,' with approximately 70-75% of free cash flow likely going to buybacks and the base dividend, and the remainder to debt reduction.

Arun Jayaram asked for details on the planned $1.5 billion asset sale program tied to the Double Eagle transaction and questioned the implications for well productivity in 2025, given that the lower CapEx is accompanied by a higher number of gross wells turned to sales.

Answer

President Kaes Van't Hof stated the asset sales can likely be achieved without selling operated acreage, with value coming from equity method investments, the Endeavor water business, and a non-op position in the Delaware Basin. He clarified that while the TIL number has noise, a run-rate of 525-540 wells is a good estimate. He asserted that oil productivity will be strong and the company is focused on the 'dollars of CapEx per barrel produced' metric to maintain capital efficiency.

Arun Jayaram asked for an overview of the value creation potential from Diamondback's various equity investments, including the EPIC crude line, Deep Blue, and the emerging data center opportunity. He also sought to quantify the cost savings from improved operational efficiency, such as running fewer rigs and frac fleets.

Answer

Chairman and CEO Travis Stice described the data center initiative as a strategy to add value to the company's natural gas and surface acreage. He positioned the EPIC pipeline as a strategic investment to capture value from future crude takeaway needs. President and CFO Kaes Van't Hof quantified efficiency gains, noting that running fewer rigs and increasing frac pump rates directly reduces significant variable costs. Travis Stice added that synergies were delivered ahead of schedule, highlighting the new $600 per foot well cost in the Midland Basin.

Arun Jayaram asked about the significant reduction in Occidental's 2026 capital expenditure guidance compared to the soft guide provided in the third quarter call, specifically inquiring about the $800 million delta, the breakdown of savings (e.g., $300 million from efficiency, $100 million from exploration), and the implications for activity levels under the revised program. He also followed up on the Horn Mountain waterflood project, asking if it would support a sustaining production profile for the Gulf of America in the low 130 MBOE per day range over the next several years.

Answer

President and CEO Vicki Hollub attributed the lower CapEx to exceptional work by teams in optimizing projects and finding efficiencies. Senior Vice President and COO Richard Jackson detailed the $300 million reduction in oil and gas capital, including a $400 million decrease in U.S. unconventional capital due to structural cost savings (7% lower well costs, 5% less facility costs) and lower activity (2.5 fewer rigs, 2 frac crews), offset by a $200 million increase in mid-cycle projects (Gulf of America waterflood, unconventional EOR). He also noted a $100 million reduction in exploration. Senior Vice President and President of International Oil and Gas Operations Ken Dillon added examples of sustainable savings in international operations, such as dropping a rig in Algeria and leveraging existing systems for the Horn Mountain waterflood. Ken Dillon further explained that the Horn Mountain waterflood, along with other projects, marks a 'new era' for Gulf of America, projecting declines to reduce from 20% to sub-10% by 2030, and portfolio-level declines to decrease to 12% with potential to go below 7% with additional waterfloods, supporting long-term sustained production.

Arun Jayaram inquired about the significant reduction in Occidental's 2026 capital expenditure guidance compared to the previous soft guide, seeking clarification on the specific moving pieces, including efficiency gains, exploration CapEx reductions, and changes in activity levels. He also asked for details on the Horn Mountain waterflood project's potential to sustain Gulf of America production at approximately 130 MBOE per day in the coming years.

Answer

Vicki Hollub (President and CEO, Occidental Petroleum) attributed the lower CapEx to exceptional team optimization and efficiency findings. Richard Jackson (Senior Vice President and Chief Operating Officer) detailed a $300 million reduction in oil and gas capital, primarily from $400 million less in U.S. unconventional capital due to structural cost savings (7% lower well costs, 5% less facility costs) and reduced activity (2.5 fewer rigs, two frac crews). He also noted a $100 million cut in exploration and a $200 million increase in mid-cycle projects. Ken Dillon (Senior Vice President and President of International Oil and Gas Operations) confirmed that the Horn Mountain waterflood, along with other initiatives, is expected to significantly lower GoA's decline rate to sub-10% by 2030 and potentially below 7% with additional waterfloods, supporting long-term production sustainability.

Arun Jayaram inquired about the cash tax tailwinds from recent legislation, asking for clarification on the $700-800 million benefit and its impact on the 2026 cash tax rate. He also asked about the multi-year production outlook for the Gulf of Mexico.

Answer

CFO Sunil Mathew confirmed the tax benefit figures, explaining the impact would be seen in increased deferred tax expense rather than a change to the adjusted effective tax rate. SVP & President, International Oil & Gas Operations, Kenneth Dillon, detailed the Gulf of Mexico outlook, citing water floods, facility modifications, and strong well performance as drivers for a future production ramp-up.

Arun Jayaram from JPMorgan Chase & Co. asked about Occidental's divestiture strategy in the current market, specifically the preference between short-cycle and long-cycle assets, and requested more details on the opportunities in Oman's Block 53 and the new North Oman discovery.

Answer

CEO Vicki Hollub emphasized a value-based approach to divestitures, noting continued interest in Permian assets and the company's optionality. CFO Sunil Mathew and Kenneth Dillon, President, International Operations, expressed excitement for Oman, highlighting the potential for significant cash flow uplift from the Block 53 extension and its large resource potential of over 800 million gross barrels, alongside the new gas and condensate discovery.

Arun Jayaram asked for the 2025 outlook for the Gulf of Mexico, including the quarterly production trajectory and key contributing projects, and also requested details on the extension of the EcoPetrol joint venture in the Midland Basin.

Answer

Kenneth Dillon, SVP & President, International Oil and Gas Operations, detailed a busy year for the Gulf of Mexico, with turnarounds, six new wells expected to add 18,000-22,000 BOE/d, and the start of 'Gulf of America 2.0' projects. Vicki Hollub, President and CEO, confirmed the EcoPetrol JV extension has terms similar to the previous agreement and is fully incorporated into the 2025 guidance.

Arun Jayaram of JPMorgan Chase & Co. asked about the normalized, long-term capital expenditure for the OxyChem segment post-2025 and the expected earnings uplift from current projects. He also requested details on the recent divestiture in the Rockies.

Answer

President and CEO Vicki Hollub indicated that normalized OxyChem CapEx should return to around $300 million annually after the current expansion projects conclude. Richard Jackson, President of U.S. Onshore, added that the expansion is expected to deliver a $325 million uplift to earnings power by 2026. Regarding the Rockies, Vicki Hollub explained that the company sold the northern part of its Powder River Basin assets, which were less contiguous, to focus on the more valuable southern portion.

Arun Jayaram asked about TechnipFMC's margin expansion potential from industrializing the SURF process and the visibility on further Subsea margin expansion given the current backlog and 2026 EBITDA guidance.

Answer

Doug Pferdehirt, Chair and CEO, TechnipFMC, explained that the company is expanding its configure-to-order applications to the SURF (water column) segment, anticipating opportunities as substantial as those seen with Subsea 2.0 on the seabed. He confirmed that current inbound orders are accretive to backlog margin, emphasizing that relentless pursuit of cycle time reduction and certainty for clients allows TechnipFMC to share in the created economic value.

Arun Jayaram inquired about TechnipFMC's potential for margin expansion through industrializing the SURF process and advancements in integrated project execution, and sought clarity on the visibility of future Subsea margin expansion given current backlog quality versus the 2026 EBITDA guidance.

Answer

Doug Pferdehirt, Chair and CEO, TechnipFMC, explained that the company is expanding its configure-to-order applications to the water column (SURF), anticipating opportunities as substantial as those from Subsea 2.0 on the seabed. He confirmed that current inbound orders are accretive to backlog margin, which will drive future revenue and EBITDA margin growth, emphasizing a long runway for cycle time reduction and innovation.

Arun Jayaram asked about the key drivers behind the projected 175 basis point margin improvement in the 2026 subsea guidance, specifically the mix of Subsea 2.0, Subsea Services, and pricing. He also inquired about the balance sheet and future uses of free cash flow, given the growing net cash position, and whether the company might return essentially all free cash flow.

Answer

Doug Pferdehirt, Chair and CEO, attributed margin expansion to sustainable factors like increased Subsea 2.0 and iEPCI execution, and the company's ongoing 'industrialization journey' driving efficiency across the organization. Alf Melin, EVP and CFO, confirmed the strong balance sheet due to significant debt reduction. He reiterated the commitment to return 'at least 70%' of free cash flow, noting that any excess cash beyond this minimum would likely be directed towards shareholder distributions, as the company maintains a capital-light approach with CapEx at the low end of its guided range.

Arun Jayaram asked about the key drivers behind the projected 175 basis point margin improvement in TechnipFMC's 2026 subsea guidance and the company's strategy for future uses of free cash flow given its strong net cash position.

Answer

Chair and CEO Douglas Pferdehirt attributed margin expansion to Subsea 2.0 and iEPCI™ execution, coupled with an organization-wide industrialization journey. EVP and CFO Alf Melin confirmed the strong balance sheet, significant debt reduction, and commitment to a capital-light model, reiterating that at least 70% of free cash flow will be returned to shareholders, with excess cash likely directed to further distributions.

Arun Jayaram of JPMorgan Chase & Co. asked for an outlook on activity in emerging areas outside the traditional 'Golden Triangle' and questioned the impact of a competitor transaction on the Middle East Surface Technologies market.

Answer

CEO & Chair Douglas Pferdehirt described an expanded global opportunity set including robust activity in Guyana, Suriname, East Africa (Mozambique), the Eastern Mediterranean, and Namibia. Regarding Surface Technologies, he noted the Middle East is a highly complex market where TechnipFMC is a technology leader, and the recent transaction merely swaps one competitor for another that faces a significant learning curve.

Arun Jayaram asked for an update on the subsea order outlook for 2026 and questioned why the financial impact from recently announced tariffs was so minimal.

Answer

CEO Douglas Pferdehirt reaffirmed a strong outlook for 2026, suggesting inbound orders could again be in the $10 billion range, depending on FID timing. Regarding tariffs, Pferdehirt noted 95% of revenue is outside the U.S. land market. CFO Alf Melin added that the impact is further limited because much of the U.S. business involves installation and services, not products. The less than $20 million impact is contained within existing guidance.

Arun Jayaram from JPMorgan Chase & Co. inquired about TechnipFMC's Subsea margin trajectory, asking if the guided ~20% is a peak, and sought insights on the competitive implications of the announced Saipem/Subsea 7 merger.

Answer

Chair and CEO Douglas Pferdehirt stated that the current margin guidance is not considered a peak, attributing ongoing potential to the company's unique iEPCI and Subsea 2.0 operating models. Regarding the merger, he contrasted TechnipFMC's integration strategy with competitors' consolidation, asserting that the move does not alter market dynamics or FTI's inbound outlook for 2025 and beyond, thanks to its direct-award model and vessel ecosystem.

Arun Jayaram inquired about the key drivers behind the significant 2025 Subsea margin guidance increase and asked how TechnipFMC plans to manage project execution amid a tightening market for installation vessels.

Answer

Chair and CEO Douglas Pferdehirt and CFO Alf Melin attributed the margin expansion to a richer mix of iEPCI and Subsea 2.0 projects, strong execution, and improved backlog quality. Regarding vessels, Mr. Pferdehirt highlighted the company's 'vessel ecosystem' strategy, established in 2019, which leverages partner vessels to expand capacity and de-risk project delivery, ensuring they can meet growing iEPCI demand without being constrained by their own fleet.

Arun Jayaram asked about Tenaris's expectations for an inflection point in Pipe Logix pricing indices, considering import trends and the continued downward movement. He also sought insights into how Argentina's market might evolve in 2026 compared to 2025, particularly with the addition of a third frack fleet.

Answer

Paolo Rocca, Chairman and CEO, explained that the Pipe Logix for welded pipe is dragging down overall indices due to imports of welded pipe from various sources, despite rising hot rolled coil prices. He believes this is temporary, expecting anti-dumping actions to align Pipe Logix with higher hot rolled coil costs over time. Regarding Argentina, he noted increasing investor confidence and over $4 billion in financing for Vaca Muerta, expecting a gradual pickup in drilling activity in the second half of 2026, following industry consolidation and infrastructure investments.

Arun Jayaram asked about Tenaris's expectations for an inflection point in Pipe Logix pricing indices, considering current import trends. He also sought an update on Argentina's outlook for 2026 versus 2025, particularly regarding the addition of a third frack fleet and on-the-ground progress.

Answer

Paolo Rocca, Chairman and CEO, explained that welded Pipe Logix is being dragged down by imports despite rising hot rolled coil prices, impacting seamless Pipe Logix. He anticipates anti-dumping actions will eventually align Pipe Logix with higher hot rolled coil costs, but not immediately for Q1. For Argentina, Paolo Rocca noted increasing investor confidence post-election and over $4 billion in financing for Vaca Muerta. He expects a gradual pickup in drilling activity in the second half of 2026, primarily in Vaca Muerta, following industry consolidation.

Arun Jayaram asked about the implications of the Argentinian elections for Tenaris, specifically regarding the outlook for activity levels in Q4 and 2026, and how margins might trend in Q4 given U.S. Pipe Logix index readings.

Answer

Chairman and CEO Paolo Rocca explained that the Argentinian election results were a turning point, leading to increased investor confidence, enhanced access to foreign financing for oil companies, and an anticipated gradual increase in investment and rig activity in Vaca Muerta. President of U.S. Operations Guillermo Moreno added that while high imports and inventory levels (around seven months) are currently pressuring U.S. prices, expected reductions in imports due to tariffs should lead to a more balanced market and potential price recovery in 2026.

Arun Jayaram asked about the implications of the Argentinian elections for Tenaris S.A., specifically regarding the outlook for activity levels in Q4 2025 and 2026, and the deployment of an incremental new build frac fleet.

Answer

Paolo Rocca, Chairman and CEO, explained that the Argentinian election results marked a turning point, increasing investor confidence and access to foreign financing for oil companies. He anticipates a gradual increase in investment and rig activity in Vaca Muerta, with potential stimulus for long-term projects like LNG, impacting Q4 2025 and 2026 positively. Arun Jayaram also inquired about Q4 margin trends given Pipe Logix index readings. Paolo Rocca acknowledged tariff and stock accumulation pressure on prices, while Guillermo Moreno, President of U.S. Operations, noted high import levels and above-normal inventories (seven months) but expects reductions in Q4 and H1 2026 to balance the market and support price recovery.

Arun Jayaram asked for Tenaris's outlook for the second half of 2025, focusing on volume and margin trends given tariff impacts and slowing U.S. activity, and inquired about the 2026 project pipeline compared to 2025.

Answer

Chairman & CEO Paolo Rocca projected a high single-digit sales decline in Q3 due to lower fracking and line pipe activity, with Q4 visibility limited by tariff uncertainty. COO Gabriel Podskubka highlighted a positive offshore market and a strong project backlog building for 2026, driven by awards in Suriname, Brazil, and Nigeria, which will follow a period of lower offshore deliveries in late 2025.

Arun Jayaram asked for an updated view on how U.S. steel tariffs will impact operating results, inquired about changes in U.S. import levels, and questioned the company's plans for its $4 billion net cash balance, including the potential for a new share buyback authorization.

Answer

Chairman and CEO Paolo Rocca estimated a gradual tariff impact of around $70 million per quarter, which he expects will be offset by price increases. He also confirmed that the agenda for the next annual meeting includes renewing the authorization for a share buyback of up to 10% of outstanding shares. U.S. President Guillermo Moreno added that imports rose in Q1 in anticipation of tariffs but expects the administration to focus on increasing domestic industry utilization.

Arun Jayaram asked about the potential impact of a 25% U.S. tariff on imported steel tubulars, questioning its effect on existing Section 232 quotas, OCTG pricing, and import trends. He also inquired about Tenaris's growth prospects in Argentina, specifically regarding OCTG, long-haul pipelines, and services like coiled tubing and fracking.

Answer

Chairman and CEO Paolo Rocca responded that he expects U.S. prices to gradually increase due to the tariffs, as imports are a relevant share of the market. He believes the U.S. administration will continue to support the domestic industry, positioning Tenaris favorably. Regarding Argentina, Mr. Rocca expressed a very positive outlook, citing a substantial expected increase in rig activity in Vaca Muerta, ongoing pipeline projects, and Tenaris's own expansion of fracking capabilities to meet rising demand.

Arun Jayaram requested elaboration on the destocking trends in the Middle East and asked if the expected H2 volume decline is a permanent loss or a shift into 2025. He also questioned the most prudent use of the company's $3.8 billion net cash position.

Answer

Chairman & CEO Paolo Rocca expressed confidence that demand in Argentina and Mexico is postponed, not lost. Chief Operating Officer Gabriel Podskubka explained that while Middle East drilling is strong, key NOCs are destocking, affecting H2 shipments. On capital allocation, Rocca reiterated the company's dividend and buyback policy while actively seeking high-return investment opportunities.

Arun Jayaram asked about capital allocation for the 2026 program ($3.5 billion upstream) across regions outside the Delaware, and Devon Energy's ownership position, investment decision, and value creation potential in Fervo Energy.

Answer

President and CEO Clay Gaspar advised thinking of 2026 capital allocation directionally similar to previous periods, pending post-merger reevaluation. SVP and CTO Trey Lowe explained Devon's 15% investment in Fervo Energy, citing Fervo's pioneering enhanced geothermal systems using horizontal drilling and hydraulic fracturing, aligning with Devon's core technical skills and offering significant value creation potential.

Arun Jayaram first asked about the 2026 upstream program's $3.5 billion spending and how capital allocation would be distributed among regions outside the Delaware Basin, such as MidCon, Williston Basin, Eagle Ford, and PRB. He then followed up by asking for more details on Devon's ownership position in Fervo Energy, the decision to invest, and its value creation potential.

Answer

Clay Gaspar, President and CEO, indicated that capital allocation would be directionally similar to previous periods, with more detailed guidance provided after the merger closes. Trey Lowe, SVP and CTO, explained that Devon's investment in Fervo Energy stemmed from technical alignment, as Fervo utilizes horizontal drilling and multi-stage hydraulic fracturing for enhanced geothermal systems, leveraging Devon's core subsurface expertise. He expressed continued enthusiasm for Fervo's operational success and value creation.

Arun Jayaram asked for elaboration on Devon Energy's strategies for managing base production, particularly the 20 MBOE per day uplift and its sustainability into 2026. He also inquired about the drivers behind the better-than-modeled Rockies production trend, including sequential oil growth and the integration of Grayson Mill assets.

Answer

CEO Clay Gaspar clarified that the initiative is a value enhancement program, not solely cost reduction. SVP of Asset Management John Raines detailed efforts like the smart gas lift project in the Delaware Basin (3-5% uplift), workover optimization (contributing over 2,000 barrels per day net production), and a 25% reduction in artificial lift failure rates in the Rockies, all deemed sustainable. John Raines also confirmed the successful integration of Grayson Mill assets, with well results meeting or exceeding expectations, and attributed Rockies' strong performance to base uplift, artificial lift improvements, and reduced workover rig count. Clay Gaspar added that the focus on workover rigs also led to safety improvements.

Arun Jayaram asked about Devon Energy's strategies for managing base production, the sustainability of the 20 MBOE/day production uplift, and the outlook for these efforts into 2026. He also questioned the drivers behind the better-than-expected Rockies production trend, including a 7,000 barrels per day sequential oil growth, and the integration progress of the Grayson Mill assets.

Answer

CEO Clay Gaspar and SVP of Asset Management John Raines explained that base production management is a value enhancement program, with measurable wins from initiatives like the smart gas lift project in the Delaware Basin (3-5% uplift, full deployment), workover optimization (over 2,000 bbl/day net production contribution), and a 25% failure rate reduction in the Rockies. John Raines noted the successful integration of Grayson Mill assets, with well results meeting or exceeding expectations, particularly in the western side of the play, and significant base uplift contributions from the Rockies team.

Arun Jayaram of JPMorgan Chase & Co. asked for the timing of the $200 million in commercial opportunity savings and questioned the performance interplay between the Wolfcamp A and B zones with increased co-development.

Answer

EVP & CFO Jeff Ritenour clarified that the commercial savings contracts take effect late this year, so the full benefit will be realized in 2026. SVP John Raines explained that while co-development involves a near-term trade-off on productivity, it optimizes long-term NPV. He stated they are not seeing a negative impact on Wolfcamp A wells and that the strategy preserves the future productivity of the Wolfcamp B.

Arun Jayaram of JPMorgan Chase & Co. asked about the timing of the $200 million in commercial opportunity savings and the impact of increased Wolfcamp A/B co-development on well productivity in the Delaware Basin.

Answer

EVP & CFO Jeff Ritenour clarified that the commercial savings contracts take effect late in 2025, with the full financial benefit to be realized in 2026. SVP John Raines explained that the co-development strategy does not negatively impact Wolfcamp A productivity; rather, it optimizes long-term value by preventing depletion effects on the Wolfcamp B, which would occur if the zones were developed sequentially.

Arun Jayaram of JPMorgan Chase & Co. asked about the timing of the $200 million in realized commercial opportunity savings and questioned how the increased co-development in the Delaware Basin is impacting well productivity.

Answer

EVP & CFO Jeff Ritenour clarified that the commercial savings will be a full-year benefit in 2026, as the contracts take effect late in 2025. SVP John Raines explained that co-development is a strategic trade-off for higher NPV and longer inventory life, with minimal impact on Wolfcamp A productivity, while crucially preserving the value of the Wolfcamp B zone.

Arun Jayaram requested clarification on the impact of lower GP&T rates in the Delaware Basin on a per-unit basis for 2026 and inquired about potential future monetization of other midstream assets beyond the Matterhorn pipeline sale.

Answer

CFO Jeffrey Ritenour explained the GP&T savings are primarily in the Delaware NGL business, with some legacy contract fees being cut nearly in half. He noted the benefit would appear as both lower GP&T costs and improved price realizations. President and CEO Clay Gaspar addressed the midstream strategy, stating that Devon takes a holistic view, evaluating whether to hold, expand, or monetize assets based on strategic value, and that further actions are possible but not specified.

Arun Jayaram of JPMorgan Chase & Co. asked for the drivers behind the significant Q4 production beat in the Eagle Ford and its sustainability. He also analyzed the 2025 cash return framework, suggesting it implies a focus on the balance sheet.

Answer

COO Clay Gaspar attributed the Eagle Ford outperformance to D&C efficiencies and well timing, but cautioned against extrapolating the Q4 run rate. CFO Jeff Ritenour stated that as efficiencies lower breakevens, the company will reevaluate its $200-$300 million quarterly buyback range, suggesting potential upside while still targeting a $2.5 billion debt reduction.

Arun Jayaram inquired about the key drivers behind the recent increase in well productivity in the Delaware Basin and what productivity levels are being assumed in the preliminary 2025 plan. He also asked about potential self-help opportunities to enhance capital efficiency in the Bakken following the Grayson Mill acquisition.

Answer

Chief Operating Officer Clay Gaspar explained that the 2025 guidance is still preliminary but has already improved. He attributed productivity gains to breakthroughs in well placement, completion design, and sequencing, noting the current guide may not fully incorporate all potential upside. Regarding Grayson Mill, Gaspar stated they expect to significantly exceed synergy targets, citing immediate wins in infrastructure and capital programs, as well as long-term value from combining team expertise on techniques like refracs.

Arun Jayaram questioned the evolution of EQT's strategic growth CapEx over the next few years, including projects like MVP Boost, Southgate, and the Clarington Connector. He also asked about the current stage of EQT's compression investments.

Answer

EQT CFO Jeremy Knop explained that beyond 2026, the focus for growth CapEx is on Mountain Valley projects (Southgate and Boost), emphasizing organic growth that creates structural demand rather than just drilling more wells. President and CEO Toby Rice added that current compression projects will bring systems close to steady-state operating pressures, with future projects likely integrated into maintenance CapEx.

Arun Jayaram questioned the evolution of EQT's strategic growth CapEx over the next couple of years, specifically mentioning projects like MVP Boost, Southgate, and the Clarington Connector. He also asked about the current stage of EQT's compression investment life cycle.

Answer

CFO Jeremy Knop explained that beyond current year projects, the focus for 2027 is on Mountain Valley Pipeline projects (Southgate and Boost), which are the biggest spend items. He emphasized that growth CapEx is for organic growth projects that create value beyond just drilling wells. President and CEO Toby Rice stated that current compression projects will bring systems close to steady-state operating pressures, with future compression likely falling under maintenance CapEx.

Arun Jayaram asked about the key demand takeaways from utilities during the MVP Boost open season and EQT's strategic midstream capital outlook for 2026-2028.

Answer

Toby Rice (President and CEO, EQT) highlighted that 100% of MVP Boost's shipping capacity was taken by utilities, signaling a strong pull environment, unlike the original MVP where EQT took 60%. Jeremy Knop (CFO, EQT) stated that specific midstream capital guidance for 2026-2028 is still being developed, but investments are discretionary, focused on high holistic returns, and aimed at unlocking upstream business demand.

Arun Jayaram asked about the key demand takeaways from utilities during the MVP Boost open season and the outlook for strategic midstream capital through 2028.

Answer

Toby Rice, President and CEO, highlighted that 100% of MVP Boost capacity was taken by utilities, signaling a strong 'pull environment' for natural gas. Jeremy Knop, CFO, stated that strategic midstream capital for 2026-2028 would be disciplined, focusing on high-return projects that unlock upstream demand, but no specific guidance was provided yet.

Arun Jayaram of JPMorgan Chase & Co asked for a timeline on reaching full volume commitments for the Shippingport and Homer City projects. He also questioned how the recent PJM capacity auction, which cleared at the price cap, might impact future gas power generation development.

Answer

CFO Jeremy Knop projected both projects would reach their full rates by year-end 2028, aligning with other major infrastructure in-service dates like the Transco expansion and MVP Boost, which he believes will create a rapidly tightening market. Regarding the PJM auction, Mr. Knop viewed it as a sign of the market working to solve supply issues, indicating that necessary power generation will be built, albeit at higher prices that EQT's integrated platform can efficiently address.

Arun Jayaram questioned the benefits for EQT in pursuing data center deals, focusing on potential margin enhancements beyond local basis improvements. He also asked for a breakdown of the forecasted $0.30 basis differential improvement, separating the impact of M2 tightening from the uplift of long-term sales agreements.

Answer

CEO Toby Rice explained that the need for supply security for multi-billion dollar data centers creates opportunities for EQT to provide comprehensive energy solutions, leading to margin uplifts and sustainable growth triggers. He noted EQT can redirect its 2 Bcf/day of in-basin gas to these deals. CFO Jeremy Knop clarified that of the projected $600 million free cash flow uplift, roughly half is from contracted sales deals and the other half is from expected in-basin market fundamentals.

Arun Jayaram of JPMorgan Chase & Co. asked about the long-term trajectory for EQT's capital expenditures, including the evolution of maintenance and strategic growth spending. He also inquired about the development of in-basin power demand and the potential for EQT to secure gas-for-power deals.

Answer

President and CEO Toby Rice indicated that maintenance CapEx for the upstream business will trend down over time. CFO Jeremy Knop confirmed that current guidance is already trending below previous outlooks and noted a rapid increase in momentum for discussions with hyperscalers and power producers. Knop highlighted EQT's unique position due to its investment-grade rating, net-zero credentials, inventory depth, and integrated model, which allows it to offer a holistic solution.

Arun Jayaram of JPMorgan Chase & Co. inquired about the anticipated mix of financed CapEx versus cash CapEx for ProPetro's 2026 capital program, drawing a comparison to the 2025 financing structure. He also asked for details on the planned upgrades to the Tier 4 DGB fleet, specifically regarding automation and investments in direct drive technology, and how these will evolve the fleet over time.

Answer

CFO Caleb Weatherl explained that ProPetro has diverse funding options for CapEx, including cash on the balance sheet, organically generated cash, and flexible debt facilities (ABL, Cap Finance, Stonebriar lease facility), and plans to use a mix of these. CEO Sam Sledge elaborated on the DGB fleet, noting its stable capacity around seven fleets and the strategic addition of direct drive units for specific customers. He emphasized that fleet automation technology is essential for competitiveness, enabling high-tech solutions for customers and internal predictive maintenance, positioning ProPetro to compete at the highest level in the pressure pumping sector.

Arun Jayaram asked about the anticipated mix between finance CapEx and cash CapEx for the 2026 capital expenditure program, comparing it to the 2025 financing strategy. He also sought clarification on the planned upgrades, including automation and direct drive investments, for ProPetro's 7 Tier IV DGB fleet and how it is expected to evolve.

Answer

Caleb Weatherl, Chief Financial Officer, outlined ProPetro's flexible funding options for CapEx, including cash on the balance sheet, organically generated cash, and various debt and lease financing facilities, indicating a strategic mix would be utilized. Sam Sledge, Chief Executive Officer, explained that the DGB investments, made over five years, support a valuable portfolio for diverse E&P needs. He noted plans to maintain Tier IV capacity, gradually add Direct Drive units for specific customers, and invest in Fleet Automation Technology to enhance competitiveness, extend equipment life, and improve predictive maintenance.

Arun Jayaram from JPMorgan Chase & Co. asked about ProPetro's long-term ambitions for building new FORCE electric fleets. He also requested details on the expected financial returns for the new Pro Power contracts and how they compare to reinvesting in the core fracturing business.

Answer

CEO Sam Sledge reiterated that electrification is the long-term future and expects to add 1-2 e-fleets per year as the market matures. For the Pro Power business, Sledge confirmed they are targeting 4-year cash-on-cash paybacks, which translates to approximately $300,000 in EBITDA per megawatt annually. He described these as transformational, win-win opportunities that lower customer OpEx and emissions.

Arun Jayaram asked for an update on the HG Energy acquisition, specifically seeking insights into potential upside to the identified $950 million PV-10 synergy number and opportunities for better capital efficiency in 2026. He also inquired about the initial results and implications of Antero's first dry gas pad completion in several years.

Answer

Michael Kennedy, CEO and President, reported that the HG acquisition is performing better than expectations, highlighting its adjacency to Antero's field, flatter profile, larger pads, wider spacing, and improved cost structure with better in-basin pricing. Regarding the dry gas pad, Michael Kennedy clarified that the completion crew had just started on the Flanagan Pad, so it was too early to provide specific results, but expectations remain high.

Arun Jayaram inquired about potential upside to the previously identified $950 million PV-10 synergies from the HG Energy acquisition, and whether Antero anticipates better capital efficiency for 2026. He also asked for an update on the results of Antero's first dry gas pad completion in several years and its implications for future dry gas opportunities.

Answer

Michael Kennedy, CFO and SVP of Finance, reported that the HG acquisition is performing better than expectations, citing its adjacency to Antero's field, potential for bigger pads, wider spacing, and improved cost structure coinciding with better in-basin pricing. Regarding the dry gas pad, Mr. Kennedy clarified that the completion crew had just started on the Flanagan Pad that week, so it was too early to provide results.

Arun Jayaram inquired about the impact of new Gulf Coast LPG export capacity on Mont Belvieu pricing and the company's strategy for balancing share buybacks with debt reduction.

Answer

SVP of Liquids Marketing, David Cannelongo, explained that new export capacity should lead to higher benchmark NGL prices, benefiting Antero's domestic exposure. CFO Michael Kennedy added that the company opportunistically shifted towards share buybacks due to stock price dislocations but will continue a flexible approach, balancing buybacks with further debt reduction based on market conditions.

Arun Jayaram asked for clarification on Antero's LPG marketing agreements, specifically whether the 90% firm sales figure applies to total or just export volumes, and inquired about the costs of these agreements. He also asked about the company's perspective on inorganic M&A opportunities in U.S. shale.

Answer

David Cannelongo, SVP of Liquids Marketing, clarified that while the 90% figure mentioned refers to export volumes, domestic volumes are also over 90% locked in, supporting their guidance. He explained these agreements are opportunistic to maximize value. CFO Michael Kennedy addressed M&A, stating that any deal must compete with their strong, low-cost organic leasing program and that with a 20+ year inventory, there is no strategic need for M&A.

Arun Jayaram inquired about Antero's and the Appalachia Basin's capacity to increase gas production to meet rising demand, and sought details on the new drilling joint venture, including its strategic benefits and financial terms.

Answer

CFO Michael Kennedy explained that Antero is comfortable at its current maintenance capital level because its firm transportation portfolio is full, limiting the ability to grow production for the market. Regarding the joint venture, he noted it continues a strategy from 2021 to maintain a consistent two-rig program for efficiency. The new JV partner receives a 15% working interest while funding a disproportionately higher share of the capital.

Arun Jayaram asked for expectations on the timing of Gulf Coast LPG export capacity increases and their potential impact on Antero's price premiums. He also sought clarity on the specific price conditions required to complete the 12 deferred DUC wells.

Answer

SVP of Liquids Marketing David Cannelongo noted new export capacity is expected in mid-2025 and early 2026 but may be used for other products like ethane, potentially sustaining market tightness. CFO Michael Kennedy added that the deferred, lower-BTU DUCs require natural gas prices of $2.50/Mcf or higher to incentivize completion, a decision that can be made with a 60-day lead time.

Arun Jayaram asked about Noble's thoughts on industry consolidation, its implications for the company, whether Noble has sufficient scale post-mergers, and if there's an opportunity to expand its floater market presence after divesting shallow water jackups.

Answer

Robert Eifler (CEO) stated that consolidation has been the industry's path post-COVID, benefiting Noble by making it a better company. He expressed hope that consolidation broadly improves the industry's capability and efficiency. Regarding scale, Mr. Eifler affirmed that Noble feels it has sufficient scale and will continue to evaluate opportunities, remaining selective about asset type and quality.

Arun Jayaram asked about industry consolidation trends, their implications for Noble Corporation, and the company's overall strategy in light of recent large mergers.

Answer

Robert Eifler, CEO of Noble Corporation, explained that consolidation has been the industry's path post-COVID, benefiting Noble by making it a better, more capable, and efficient company. Regarding scale, Mr. Eifler stated Noble feels it has sufficient scale but will continue to explore opportunities, remaining selective about asset type and quality.

Arun Jayaram asked about Noble Corporation's strategy to improve utilization for its high-spec floater fleet, specifically targeting 90%-100% booking for 2026, and sought clarification on the mechanics and financial impact of the Diamond Offshore BOP lease terminations.

Answer

President and CEO Robert Eifler explained that achieving the 2026 utilization target primarily involves securing work for the Noble Viking, Jerry DeSouza, and Black Rhino, with active discussions underway. Regarding the Diamond Offshore BOP leases, Robert Eifler detailed a $35 million cash outlay in Q4 2025 for the service agreement termination and a maximum of $85 million payable in 2026 for the lease agreement, totaling up to $135 million, offset by annual cash savings of approximately $45 million.

Arun Jayaram asked about Noble Corporation's strategy to improve utilization for its high-spec floater fleet, targeting 90-100% booking by H2 2026, and sought details on the Diamond Offshore BOP lease agreements, including mechanics and cash return payoff.

Answer

President and CEO Robert Eifler explained that achieving higher utilization revolves around securing work for the Noble Viking, Jerry DeSouza, and Black Rhino, with active conversations underway. He also detailed the Diamond Offshore BOP leases, noting a $35 million payment in Q4 2025 for the service agreement, a maximum $85 million for the lease agreement in 2026, and anticipated annual cash savings of $45 million.

Arun Jayaram asked for clarification on the updated 2025 guidance, where revenue was lowered but EBITDA was raised, and inquired about the marketing strategy for the Black Rhino, Viking, and Jerry D'Souza drillships.

Answer

President and CEO Robert Eifler explained that the revenue guidance was lowered due to a couple of contract options not being exercised, while the EBITDA guidance was increased due to strong cost management. He added that the company is highly focused on securing contracts for the three key drillships, noting that demand for high-end rigs remains robust despite softness for lower-tier assets.

Arun Jayaram inquired about the competitive dynamics of the recent Shell and TotalEnergies contract awards, specifically asking if the Shell deal represented incremental demand or displaced an incumbent. He also requested more detail on operating expense expectations for Q2 and the second half of the year.

Answer

President and CEO Robert Eifler clarified that the TotalEnergies contracts in Suriname are incremental, while the Shell contracts in the U.S. Gulf of Mexico displace an incumbent. He stressed the strategic value was securing a potential decade-plus of work for the rigs. CFO Richard Barker explained that Q1 operating costs were favorably impacted by a $20 million insurance proceed, and that for the rest of the year, the company expects low to mid-single-digit inflationary pressure, which is managed through cost control.

Arun Jayaram inquired about the drivers behind ConocoPhillips' strong well productivity and increasing recovery rates in its Lower 48 business, specifically in the Bakken, Eagle Ford, and Permian, and the technological levers contributing to these trends.

Answer

Ryan Lance, Chairman and CEO of ConocoPhillips, confirmed impressive 2025 productivity, noting an 8% year-on-year increase in Delaware oil productivity per foot (despite longer laterals) and a 7% increase in Eagle Ford. He attributed this to continuous optimization of development strategies, adjusting spacing and stacking, and improved completion designs using diverters, expecting consistent strong performance in 2026.

Arun Jayaram asked about the drivers behind ConocoPhillips' strong well productivity trends in its Lower 48 business (Bakken, Eagle Ford, Permian) in 2025, specifically regarding technology levers.

Answer

Nick Olds, EVP of Lower 48 and Global HSE, confirmed strong productivity in 2025, noting ConocoPhillips is among the best in oil productivity per foot across its basins. He highlighted an 8% year-on-year increase in Delaware Basin oil productivity per foot (with 9% longer laterals) and a 7% increase in Eagle Ford, attributing improvements to optimized development strategies, spacing, stacking, and completion designs using diverters.

Arun Jayaram inquired about the impact of the updated Willow project cost estimate on the project's finding and development (F&D) costs, project returns, and overall break-evens, assuming a mid-$60 Brent price.

Answer

Ryan Lance, Chairman and CEO, confirmed that the estimate increase impacts the cost of supply for Willow but stated it remains competitive within the portfolio. He highlighted that Alaska's 100% oil production sells at a premium to Brent on the West Coast, ensuring attractive margins despite slightly higher F&D costs, contributing to future growth.

Arun Jayaram asked for a follow-up on the Willow project, specifically how the increased F&D costs (estimated at $2-$2.50 per BOE) impact project returns and overall break-evens, assuming a mid-$60 Brent price.

Answer

Ryan Lance (Chairman and CEO) stated that despite the estimate increase, Willow remains competitive within the portfolio. He highlighted that Alaska's 100% oil production sells at a premium to Brent on the West Coast, ensuring attractive margins even with slightly higher F&D costs, and will contribute to future company growth.

Arun Jayaram of JPMorgan Chase & Co. requested details on the new $1 billion cost reduction and margin optimization plan, asking about its key drivers and any associated organizational restructuring.

Answer

Chairman and CEO Ryan Lance explained the plan is comprehensive, stemming from learnings from recent acquisitions and a new ERP system. He detailed that it involves workforce centralization, leveraging scale to lower lease operating expenses, and optimizing transportation costs. Lance specified that approximately 80% of the savings will come from G&A, LOE, and transportation cost reductions, with the remaining 20% from commercial margin expansion.

Arun Jayaram questioned how ConocoPhillips balances its low cost of supply against the current macro backdrop and the idea of preserving inventory, especially as peers reduce activity.

Answer

CEO Ryan Lance and SVP Andy O'Brien responded, emphasizing that their focus on low-cost supply provides resilience. O'Brien noted they don't time the market and value a steady-state program, which helps capture cost efficiencies. He added that the plan was already adjusted for lower growth, with production being an output of a returns-focused strategy. Lance concluded that their deep inventory affords them this operational optionality.

Arun Jayaram of JPMorgan Chase & Co. asked for the rationale behind ConocoPhillips' increased $10 billion cash return target for 2025 and how the company views potential flexibility based on commodity price changes.

Answer

Chairman and CEO Ryan Lance stated the target aligns with their 2016 strategy of significant shareholder returns. He expressed confidence in the target despite recent price volatility, citing the company's strong balance sheet, over $7.5 billion in cash and investments, and a planned $2 billion in asset sales. Lance reminded investors of the company's cash flow sensitivity, noting a $1 WTI change impacts CFO by about $400 million, and that historically, upside has been shared with shareholders.

Arun Jayaram asked about the capital allocation strategy for the acquired Marathon properties, noting their historical pattern of variable rig activity throughout the year.

Answer

Chairman and CEO Ryan Lance explained that ConocoPhillips will run the assets differently, leveraging its scale to maintain a consistent pace rather than Marathon's ramp-up/ramp-down approach. Nick Olds, EVP of Lower 48, added that they will apply their proven 'level-loaded and steady state' operational model, which will rationalize rig and frac activity while still delivering modest production growth from the competitive assets.

Arun Jayaram asked President Trey Adams about his vision for H&P's future, including opportunities for international growth in unconventionals and geothermal, as he takes over as CEO.

Answer

President Trey Adams outlined his vision for H&P, focusing on four key areas: international growth and expansion (especially in the Middle East, North Africa, Australia, Argentina, Oman, and geothermal projects in Europe and North America), maintaining North American leadership through technology like FlexRobotics, continued deleveraging to achieve one turn of leverage, and enterprise optimization across field and back-office operations.

Arun Jayaram asked President Trey Adams to articulate his strategic vision for Helmerich & Payne's future, particularly highlighting international growth opportunities in unconventional resources and geothermal energy.

Answer

President Trey Adams outlined a four-pronged vision: international growth (Eastern Hemisphere land, Middle East/North Africa, Saudi reactivations, Australia, Argentina tech investment, Oman digital solutions), maintaining North American leadership (technology, FlexRobotics), expanding offshore (capital-light, stable), and deleveraging/enterprise optimization (fiscal discipline, H&P business system transfer, cost-conscious culture). He emphasized significant geothermal growth in Europe and North America, including new rig contracts and advanced projects.

Arun Jayaram asked for the potential run-rate EBITDA for KCA Deutag considering recent rig suspensions and questioned the activity outlook for Helmerich & Payne's North America Solutions segment.

Answer

President and CEO John Lindsay and executive Dave Wilson explained they could not provide a quantifiable EBITDA for KCA Deutag due to the uncertain duration of rig suspensions, which could be anywhere from two to twelve months. However, SVP and CFO J. Vann highlighted that factors like H&P's reduced CapEx, higher-than-expected proceeds from the ADNOC Drilling share sale, and favorable bond financing rates keep the company on track with its original deleveraging targets for 2025 and 2026.

Arun Jayaram asked for details on the 15% CapEx reduction to less than $500 million, including the year-over-year declines, the mix between drilling and completions, and the allocation for Emerald direct drive horsepower. He also sought elaboration on the continuous pumping trend, its prevalence, and advantages for Patterson-UTI, and inquired about the average fleet size in terms of horsepower.

Answer

Andy Smith, CFO, detailed CapEx allocation: ~40% drilling, ~45% completion services (with ~$65 million for new Emerald equipment), >10% drilling products. Andy Hendricks, President and CEO, explained continuous pumping offers E&Ps value by pulling production forward but requires 20-30% more capital on location for redundancy and maintenance. He clarified there's no average fleet size, as each is bespoke to operator needs and can vary significantly even for the same customer and pad.

Arun Jayaram from JPMorgan Chase & Co. asked for details on the 2026 CapEx reduction, including the mix between drilling and completions and the allocation to Emerald direct drive horsepower. He also sought elaboration on the trend of continuous pumping, its advantages for operators, the required horsepower, and the average frac fleet size.

Answer

Andy Smith, CFO, detailed the 2026 CapEx allocation: 40% to drilling, 45% to completion services (with about $65 million for new Emerald equipment), and over 10% to drilling products. Andy Hendricks, President and CEO, explained that continuous pumping offers E&Ps value by pulling production forward but requires 20%-30% more capital on location for additional pumps and equipment. He noted that average fleet size is highly bespoke, varying by basin and customer needs, with no single average.

Arun Jayaram asked about Patterson-UTI's completion services pricing trends, noting that while peers reported moderation, Patterson-UTI's pricing on a horsepower basis remained relatively flat. He also inquired about the company's fleet renewal programs and planned investments in completion services for 2026, specifically regarding direct-drive pumps and fleet replacement.

Answer

Andy Hendricks, President and CEO, attributed the resilient pricing to strong field execution, high-end work like simul fracs and trimul fracs, significant natural gas burning, and fuel savings for customers. He also noted overall industry discipline. Regarding 2026 investments, Mr. Hendricks expressed excitement about the 100% natural gas direct-drive emerald systems as a better capital allocation. He stated that while the budget is not finalized, the company will continue to invest at the high end and allow lower-tier equipment to attrit, reducing overall horsepower. Investments will continue if demand for 100% natural gas equipment remains strong.

Arun Jayaram (JPMorgan Chase & Co.) inquired about the resilience of Patterson-UTI's completion services pricing, noting that revenue per horsepower hour remained steady despite peers reporting moderation. He also asked about the company's fleet renewal programs for 2026, specifically investments in direct-drive pumps and the strategy for fleet replacement.

Answer

President and CEO Andy Hendricks attributed the steady pricing to strong field execution, high-end work like simul-fracs, efficient natural gas delivery, and overall industry discipline. Regarding fleet renewal, Mr. Hendricks expressed excitement about the 100% natural gas direct-drive emerald systems, viewing them as a better capital allocation. He stated that the company would continue to invest at the high end while allowing lower-tier equipment to attrit, reducing overall horsepower from 3.3 million at its peak down to 2.8 million.

Arun Jayaram inquired about the evolution of Patterson-UTI's integrated services commercial model and its benefits for E&P customers, and also asked about the company's replacement CapEx strategy for its frac fleet, particularly concerning natural gas-powered equipment and potential tariff impacts.

Answer

CEO William Hendricks detailed the company's unique, broad offering at the well site, emphasizing how integrating services with digital technology enhances customer efficiency. He confirmed that the CapEx budget includes expanding the Emerald 100% natural gas-powered fleet. CFO C. Smith added that the replacement pace will be measured and that the company is actively cultivating alternative suppliers to mitigate potential tariff impacts on component costs.

Arun Jayaram asked about a perceived loss of market share in completions, the company's strategy during the current RFP season, the expected number of incremental fleets returning in H1 2025, and the pricing outlook.

Answer

CEO William Hendricks asserted that the company has not lost market share, attributing recent trends to customer mix and emphasizing that their primary focus is on margin and cash flow. He expects activity in H1 2025 to return to levels seen in Q2/Q3 2024 and believes that pricing pressures experienced this year will stabilize in early 2025.

Arun Jayaram asked for elaboration on the moving pieces affecting Tengiz (TCO) volumes in 2026, including the optimized maintenance schedule, the recent power distribution system issue, and progress on debottlenecking activities to increase productive capacity.

Answer

Chairman and CEO Mike Wirth detailed the proactive suspension and rapid resumption of TCO production following a power system issue, noting two mooring berths are back in service at CPC. He explained that the 2026 full-year guidance for TCO is supported by maintenance optimization and ongoing debottlenecking efforts, including a recent pit stop turnaround to improve throughput, with further capacity increases expected.

Arun Jayaram asked for elaboration on the moving pieces around Tengiz (TCO) volumes in 2026, including the optimized maintenance schedule, the recent power distribution system issue, and the status of debottlenecking activities to increase productive capacity at TCO.

Answer

Chairman and CEO Mike Wirth detailed the proactive suspension and safe resumption of production at Tengiz following a power system issue, noting that full field capacity is expected soon. He also explained that the 2026 volume guidance reflects maintenance optimization and ongoing debottlenecking efforts, including a recent pit stop turnaround to improve plant throughput, with further capacity creep expected.

Arun Jayaram followed up on TCO, noting its 5% sequential liquid production growth and asking if the asset is essentially ramped to capacity, notwithstanding the planned Q4 turnaround.

Answer

Chairman and CEO Mike Wirth expressed satisfaction with TCO's reliable performance, highlighting the smooth startup of the new complex. He noted the absence of planned maintenance in Q3 allowed operations at planned nameplate capacity. He also mentioned the integrated control center optimizing streams across three generations of surface plants and the potential for future capacity creep and debottlenecking, though it's premature to reset guidance. He reiterated that Q4 will reflect the planned pit stop.

Arun Jayaram asked for a follow-up on TCO, which was a key driver of the earnings beat, noting the 5% sequential growth in liquid production despite a planned Q4 turnaround, and inquiring if the asset is essentially ramped to capacity.

Answer

Chairman and CEO Mike Wirth expressed satisfaction with TCO's reliable performance, noting the smooth startup of new processing trains. He highlighted the absence of planned maintenance in Q3, allowing operations at nameplate capacity. Wirth also mentioned the integration of three generations of surface plants with an advanced control center, optimizing performance. While acknowledging historical capacity creep in large facilities, he deemed it premature to reset guidance, confirming Q4 will reflect the pit stop.

Arun Jayaram of JPMorgan Chase & Co. requested an update on Chevron's Eastern Mediterranean gas strategy, including thoughts on a potential Leviathan expansion and the status of the Aphrodite project in Cyprus.

Answer

Vice Chairman Mark Nelson stated the immediate focus is on safety and regional supply. Growth projects at Tamar and Leviathan are on track to come online late this year or early next, increasing capacity by 25%. For Aphrodite, front-end engineering is underway with an approved development plan, and the project will proceed towards a final investment decision (FID) if it meets competitive return thresholds.

Arun Jayaram asked for an update on ExxonMobil's LNG plans, including first cargoes at Golden Pass, and the pursuit of Final Investment Decisions (FIDs) for Papua New Guinea and Mozambique, inquiring about their global cost curve position.

Answer

CEO Darren Woods confirmed that projects like Mozambique and Papua New Guinea must be cost-competitive and advantaged, sitting on the low end of the cost-to-supply curve, which they are. He expects an FID for Mozambique in the latter half of 2026, noting that delays were used to drive cost-advantaged design. For Golden Pass, mechanical completion occurred in Q4 2025, with first LNG production expected in early March.

Arun Jayaram asked for an update on ExxonMobil's LNG plans, including first cargoes at Golden Pass, FID decisions for Papua New Guinea and Mozambique, and the competitiveness of these projects on the global cost curve.

Answer

CEO Darren Woods stated that all LNG projects must be cost-competitive and advantaged, positioning them on the low end of the cost to supply curve. He expects a Final Investment Decision (FID) for Mozambique in the second half of the year, noting that delays were used productively to optimize the project design for greater cost advantage. Woods confirmed that Golden Pass was mechanically completed in Q4 2025, with commissioning underway and first LNG production anticipated in early March.

Arun Jayaram inquired about ExxonMobil's global outlook through 2050, which projects oil growth, gas growth, and a doubling of LNG demand. He asked how this outlook informs the company's strategy and its approach to future organic and inorganic opportunities.

Answer

Darren Woods, Chairman and Chief Executive Officer, stated that the global outlook is the fundamental basis for the company's strategy and plans, focusing on economic growth, technology development, and policy. He emphasized continued interest in low-cost, advantaged LNG production and cost-advantaged oil production, recognizing the need to offset depletion rates.

Arun Jayaram asked how ExxonMobil's global outlook through 2050, which projects significant oil and gas growth and a doubling of LNG demand, informs the company's strategy and future organic or inorganic opportunities.

Answer

Darren Woods, Chairman and CEO, stated that the global outlook is the fundamental basis for their strategy and plans, focusing on long-term economic growth, technology, and policy. He highlighted the continued interest in low-cost, advantaged LNG production and cost-advantaged oil production, emphasizing the need for ongoing investment due to depletion rates, especially with faster-depleting unconventional resources.

Arun Jayaram of JPMorgan Chase & Co. asked for details on Guyana, noting production from Liza II and Payara was running above nameplate capacity and inquiring about debottlenecking efforts and the decline at Liza I.

Answer

Chairman and CEO Darren Woods confirmed that operational and technology teams consistently work to debottleneck facilities and maximize the value of invested capital, with learnings applied to future projects. He expects this outperformance to continue. Regarding Liza I, he noted that natural decline is expected over time and that the organization is always working on development plans to maximize utilization of existing infrastructure, as those are the highest-margin barrels.

Arun Jayaram from JPMorgan Chase & Co. inquired about Baker Hughes' strategy for enhancing and sustaining growth in its Power Systems business, particularly after booking $2.5 billion in orders in 2025 and considering the strategic focus on Brush acquisition and NovaLT gas turbines.

Answer

Chairman and CEO Lorenzo Simonelli highlighted the multi-year global power demand growth cycle, driven by data centers, AI, and electrification, projecting a doubling of demand by 2040. CFO Ahmed Moghal detailed the $100 billion annual market opportunity for Power Systems by 2030, noting $2.5 billion in 2025 orders ($1 billion from data centers) and a projected $3 billion in data center orders between 2025-2027. He also discussed diverse applications including oil & gas aero-derivative turbines, geothermal projects, Brush generators, and the strategic benefits of the pending Chart acquisition for thermal management and trigeneration solutions.

Arun Jayaram from JPMorgan Chase & Co. inquired about Baker Hughes' strategy for enhancing and sustaining growth in its Power Systems capabilities, particularly following the Brush acquisition and the success of the NovaLT gas turbine line, given the $2.5 billion in Power Systems orders in 2025.

Answer

Chairman and CEO Lorenzo Simonelli and CFO Ahmed Moghal highlighted the multi-year global power demand growth cycle, projecting demand to double by 2040 driven by data centers, AI, EVs, and industrial electrification. They identified a $100 billion annual market opportunity for Power Systems by 2030, with $1 billion of 2025 orders linked to data centers and a $3 billion data center order target for 2025-2027. They also noted opportunities in aero-derivative gas turbines, geothermal, Brush generators, synchronous condensers, energy storage, nuclear SMRs, Cordant digital solutions, and the upcoming Chart acquisition for thermal management, emphasizing the portfolio's versatility for long-term growth.

Arun Jayaram from JPMorgan Chase & Co. asked for details on Baker Hughes Company's key financial targets for Horizon 2, specifically the building blocks to achieve a 20% corporate adjusted EBITDA target by 2028 and the strategy for securing at least $40 billion in Industrial & Energy Technology (IET) orders over the same period.

Answer

Chairman and CEO Lorenzo Simonelli expressed confidence in achieving over $40 billion in IET orders for Horizon 2, citing strong project visibility across LNG (targeting 950 MTPA by 2035), gas infrastructure, power generation (including data centers reaching $1.5 billion ahead of schedule), and new energy ($1.6 billion orders in 2025). CFO Ahmed Moghal elaborated on the path to 20% total company EBITDA margins by 2028, noting a 250 basis point improvement excluding Chart Industries. He outlined strategies including continuous improvement via the Baker Hughes business system, leveraging AI for efficiency, and portfolio optimization targeting $1 billion in non-core asset sales. Moghal also highlighted IET's near-term focus on 20% margins next year and OFSE's priority on margin preservation and closing the gap with peers.

Arun Jayaram from JPMorgan Chase & Co. asked for details on the key financial targets within Baker Hughes' Horizon 2 strategy, specifically the building blocks required to achieve the 20% corporate adjusted EBITDA target by 2028 and the strategy for securing $40 billion in IET orders over the same period.

Answer

Chairman and CEO Lorenzo Simonelli addressed the IET orders, expressing confidence in exceeding $40 billion over Horizon 2, excluding Chart Industries. He cited strong project visibility across LNG (25 MTPA FIDs needed for 800 MTPA by 2030, then 950 MTPA by 2035), gas infrastructure, power generation (data centers, distributed power, geothermal), and new energy ($1.6 billion booked in 2025). CFO Ahmed Moghal then outlined the margin progression, targeting 250 basis points improvement to reach 20% total company margins by 2028, excluding Chart. He emphasized continuous improvement through the Baker Hughes business system, leveraging AI for efficiency, and portfolio optimization, including $1 billion in non-core asset sales. Moghal also highlighted IET's near-term goal of 20% margins by 2026 and OFSE's focus on margin preservation and closing the gap with peers.

Arun Jayaram from JPMorgan Chase & Co. inquired about the net impact of the three recent portfolio transactions on 2026 projections for revenue and EBITDA. He also asked for Lorenzo Simonelli's thoughts on further portfolio optimization moves and whether they would be focused on IET, OFSE, or both.

Answer

EVP & CFO Ahmed Moghal clarified that the transactions would have a very modest benefit to segment margins and projected a net EBITDA impact of just over $100 million in 2026. Chairman & CEO Lorenzo Simonelli elaborated that portfolio optimization is a continuous key strategy, focused on redeploying capital into higher-margin, accretive assets. He stated they will continue to assess all 30+ businesses for strategic fit and will target acquisitions that strengthen their industrial footprint and mature asset solutions, while having ample capacity to pursue value-accretive opportunities.

Arun Jayaram of JPMorgan Chase & Co. asked about the net EBITDA impact of the three recent portfolio transactions on 2026 estimates and inquired about the strategy for further portfolio optimization moves across the IET and OFSE segments.

Answer

EVP & CFO Ahmed Moghal clarified that the net EBITDA impact from the three transactions in 2026 is expected to be just over $100 million, with a very modest benefit to segment margins. Chairman & CEO Lorenzo Simonelli added that portfolio optimization remains a key strategy, focused on redeploying capital into higher-margin, recurring revenue businesses and continuously evaluating all business lines for strategic fit and returns.

Arun Jayaram from JPMorgan Chase & Co inquired about the net financial impact of the three recent portfolio transactions on the 2026 outlook and asked about the potential for further strategic portfolio moves within the IET or OFSE segments.

Answer

EVP & CFO Ahmed Moghal clarified that the transactions would have a modest benefit to segment margins and are expected to contribute just over $100 million in net EBITDA in 2026. Chairman & CEO Lorenzo Simonelli added that portfolio optimization remains a key strategy, and the company will continue to rigorously assess its 30+ businesses for strategic fit, recurring revenue, and growth, using its strong balance sheet to pursue value-accretive opportunities.

Arun Jayaram of JPMorgan Chase & Co. asked for clarity on Baker Hughes' 2025 full-year guidance, questioning the company's confidence in achieving the low end of its previous EBITDA range ($4.7 billion) given the new $100-$200 million tariff impact.

Answer

CEO Lorenzo Simonelli cited significant macro uncertainty for the shift to a guidance framework. CFO Ahmed Moghal detailed the tariff impact, noting over half affects the IET segment. Moghal confirmed that the company could approach the $4.7 billion EBITDA level if tariff impacts are at the lower end of the estimated range and if oil prices and tariff rates stabilize at current levels. Simonelli concluded there is still a path to the low end of the original guidance range.

Arun Jayaram asked for details on the 2025 Industrial & Energy Technology (IET) order outlook, including drivers for LNG and gas infrastructure, and followed up on the company's inroads into the gas turbine market for non-oil and gas applications like data centers.

Answer

Chairman and CEO Lorenzo Simonelli expressed confidence in the $13.5 billion midpoint for 2025 IET orders, citing a rebound in LNG, continued strength in gas infrastructure, and robust FPSO demand. He confirmed the $5 billion Gas Tech order threshold is "well in reach." For gas turbines, Simonelli highlighted the growing opportunity for the NovaLT turbine portfolio in providing distributed power solutions for the data center market.

Arun Jayaram from JPMorgan Chase & Co. asked for SLB's perspective on the near-term and longer-term opportunities in Venezuela, particularly which product lines could benefit from a revitalization of the oil industry, given SLB's unique operating position. He also inquired about the data center infrastructure business, its projected $1 billion run rate by year-end, current solutions, and potential for organic and inorganic growth.

Answer

CEO Olivier Le Peuch prefaced his remarks on Venezuela by emphasizing the need for appropriate licensing and payment conditions. He highlighted SLB's historical leadership, past revenue exceeding $1 billion, and readiness to deploy assets across drilling, production (10 production sets), rig operations, and intervention, leveraging its 80 in-country personnel and over 1,000 Venezuelan employees globally. For the data center solutions business, Mr. Le Peuch confirmed the $1 billion annual revenue run rate target by year-end, attributing it to modular manufacturing and co-engineering of server room and cooling solutions. He noted plans to expand scope, footprint (doubling capacity), and customer base internationally, while also exploring complementary inorganic opportunities.

Arun Jayaram inquired about SLB's near-term and longer-term opportunities in Venezuela, specifically asking which product lines could benefit from a revitalization of the oil industry, assuming appropriate licensing and operating conditions. He also asked for an update on the data center infrastructure business, including the expectation of reaching a $1 billion revenue run rate by year-end, the solutions currently provided, and the strategy for organic and inorganic growth.

Answer

CEO Olivier Le Peuch explained that under the right conditions, SLB, as the only international service company operating in Venezuela, could rapidly ramp up activities across drilling, production (with 10 production sets), rig operations, and intervention, leveraging its historical leadership and significant in-country assets and personnel. For the data center business, Le Peuch confirmed the $1 billion run rate target by year-end, highlighting the modular manufacturing and co-engineering of data center solutions, plans for international expansion (Asia, Middle East), and potential inorganic opportunities to complement capabilities and accelerate market penetration.

Arun Jayaram of JPMorgan Chase & Co. asked for SLB's perspective on the 2025 global upstream spending decline across different regions like Mexico, Saudi Arabia, and North America, and the potential timing of an inflection point. He also requested a more detailed breakdown of the second-half outlook between Q3 and Q4.

Answer

CEO Olivier Le Peuch acknowledged the spending decline but highlighted resilience in the Middle East & Asia and in SLB's own outlook due to its diversified portfolio. He anticipates a future rebound driven by market rebalancing, gas supply growth, and deepwater projects. For the quarterly cadence, Le Peuch guided for slightly higher sequential revenue in Q3, followed by high-single-digit growth in Q4, driven by a full quarter of ChampionX and year-end digital sales. CFO Stephane Biguet added that on a like-for-like basis, this results in flat to low-single-digit growth for H2 versus H1.

Arun Jayaram requested more detail on SLB's strategy to diversify beyond oil and gas, particularly its path to exceeding $1 billion in revenue from these ventures in 2025. He also sought clarification on the full-year outlook, including the impact of tariffs and the Palliser divestiture.

Answer

CEO Olivier Le Peuch detailed the key growth drivers for its diversified portfolio, including carbon capture (CCS), geothermal, direct lithium extraction, and a rapidly growing data center infrastructure solutions business. CFO Stephane Biguet refrained from providing a specific full-year EBITDA forecast due to tariff uncertainty but reiterated guidance for second-half revenue growth and margin expansion, noting that the Q2 guidance already incorporates the impact of the current tariff framework.

Arun Jayaram sought to confirm the 2025 standalone outlook of flattish revenue with adjusted EBITDA at or above 2024 levels. He also asked for more detail on the expected significant growth in non-oil and gas segments like low carbon and data center solutions.

Answer

CEO Olivier Le Peuch confirmed the 2025 outlook for flat revenue and adjusted EBITDA at or above 2024 levels, excluding ChampionX. CFO Stephane Biguet added that the $850+ million in 2024 revenue from new energy ventures includes low carbon activities and data center infrastructure solutions, and this area is expected to grow significantly faster than the core business.

Arun Jayaram asked for an assessment of international pricing dynamics amid short-cycle caution and inquired about the next steps to commercialize SLB's New Energy lithium DLE technology.

Answer

CEO Olivier Le Peuch described the current international pricing environment as 'positive' and 'constructive,' supported by industry-wide capital discipline and a lack of spare capacity. On lithium, he explained that following a successful pilot, the plan is to work with partners to scale the technology, offering it either as a licensed product or through a joint development and operational model to meet growing demand.

Arun Jayaram asked for Halliburton's comfort level with the street's $4 billion EBITDA estimate for 2026, considering the revenue outlook. He also inquired about Zeus IQ's role in boosting well productivity and Halliburton's involvement with emerging technologies like lightweight proppant and surfactants.

Answer

Eric Carre, Executive Vice President and CFO, stated that the $4 billion EBITDA estimate for 2026 is within the range of expected outcomes, with the second half of the year showing better progression than the first. Jeff Miller, Chairman, President, and CEO, emphasized Zeus IQ's unique capability to directly measure and control sand placement, calling it a critical building block for improving recovery and addressing a long-standing unknown in the industry.

Arun Jayaram asked for Halliburton's comfort level with the street's 2026 EBITDA estimate of just under $4 billion, based on the company's international and North America outlook. He also inquired about Halliburton's role in helping North American operators boost well productivity using technologies like ZEUS IQ, lightweight proppant, and surfactants.

Answer

Eric Carre, Executive Vice President and CFO, indicated that the street's $4 billion EBITDA estimate for 2026 is within the range of outcomes Halliburton is considering, with margins expected to progress through the year, stronger in H2. Jeff Miller, Chairman, President, and CEO, emphasized the unique features of ZEUS IQ, particularly its ability to directly measure and control sand placement, which he believes is critical for improving recovery and has been an unknown in the industry until recently.

Arun Jayaram asked about Halliburton's relationship with VoltaGrid, the evolution of the distributed power generation market, and details on the strategic collaboration for international project-level economics. He also inquired about the drivers behind North America's better-than-expected 5% sequential revenue growth and its implications for 2026.

Answer

Jeffrey Miller, Chairman, President, and CEO, highlighted the unprecedented demand for power and AI globally, emphasizing Halliburton's role in the VoltaGrid collaboration through its global reach, execution skills, manufacturing, and industrial scale. He noted VoltaGrid's technical expertise, built over a five-year relationship. Regarding North America, Mr. Miller attributed the outperformance to less whitespace than anticipated, strong customer programs, and the market positioning of Halliburton's technology, including ZEUS fleets and ZEUS IQ, which instills confidence for 2026.

Arun Jayaram asked about Halliburton's perspective on the evolving distributed power generation market, particularly the strategic collaboration with VoltaGrid for international project-level economics, and the drivers behind North America's Q3 2025 revenue outperformance and its implications for 2026.

Answer

Jeffrey Miller, Chairman, President, and CEO, highlighted the unprecedented demand for AI power and the global opportunity, emphasizing Halliburton's role in investing in project economics, leveraging its global reach, execution skills, and manufacturing capabilities. He attributed North America's strong Q3 performance to less than anticipated completions whitespace, robust customer programs, and the adoption of Halliburton's Zeus electric fleets and Zeus IQ technology, expressing confidence in the company's 2026 market positioning.

Arun Jayaram from JPMorgan Chase & Co. asked about Halliburton's positioning for unconventional projects in the Middle East, specifically the upcoming Jafurah tender in Saudi Arabia, and the potential for a rebound in activity. He also inquired about the company's strategy for portfolio pruning, referencing a potential divestiture of a chemicals business.

Answer

Chairman, President & CEO Jeff Miller stated that Halliburton is well-positioned for Middle East unconventionals, with new work starting in the UAE. He declined to comment on the specific Jafurah tender but stressed a disciplined, returns-focused bidding process. On portfolio management, Miller confirmed that the company continuously evaluates its businesses, divesting assets that do not meet growth and return criteria while investing in attractive areas like ESP artificial lift.

Arun Jayaram from JPMorgan Chase & Co. requested more detail on the unconventional opportunities in the Middle East, particularly Halliburton's positioning for the upcoming Jafurah tender in Saudi Arabia. He also asked about the potential divestiture of a portion of the company's chemicals business.

Answer

Chairman, President & CEO Jeff Miller confirmed Halliburton is well-positioned for Middle East unconventionals, with new work starting in the UAE. While declining to comment on the specific Jafurah tender, he stressed the company's disciplined, returns-focused bidding process. On portfolio management, he acknowledged that the company periodically reviews its assets to focus on high-return growth areas like ESP artificial lift.

Arun Jayaram questioned the international outlook, asking which non-OPEC areas might see spending impacts, and requested details on specific items in the cash flow statement, including a $345 million equity investment and a large outflow in other operating items.

Answer

CEO Jeffrey Miller identified Norway and Brazil as non-OPEC growth areas and stated that Halliburton's collaborative model is winning work, with a stronger second half expected. CFO Eric Carre clarified the cash flow items, explaining the equity investment was an increased ownership stake in VoltaGrid, while the operating cash outflow included typical incentive payouts, taxes, and the cash portion of the Q1 restructuring charge.

Arun Jayaram asked for a technical description of how the Octiv Auto Frac service works, particularly when paired with Sensori frac-monitoring, and inquired about the commercial model for this technology. He also asked for Halliburton's perspective on the offshore market, any concerns about 'white space' on rig schedules, and the outlook for its offshore business in 2025.

Answer

Chairman, President and CEO Jeffrey Miller explained that Octiv Auto Frac provides precise control to ensure the frac design is perfectly delivered, while Sensori verifies where the proppant goes, comparing it to an MWD log for drilling. He confirmed it's a valuable, stand-alone priced service. On offshore, Miller stated Halliburton doesn't see significant 'white space,' but rather normal rig movements, and noted a solid pipeline of FIDs supports growth in 2025 and beyond.

Arun Jayaram asked for the 2025 outlook for Halliburton's North America and Completion & Production segments, noting that 90% of frac fleets are already committed. He also questioned how customer efficiency gains, such as using fewer fleets for the same workload, would impact Halliburton's profitability.

Answer

Chairman, President and CEO Jeffrey Miller expressed a positive outlook for 2025, citing strong customer plans and the alignment of Halliburton's technology with efficiency goals. He explained that Halliburton leads in efficiency, which improves capital returns by achieving more with less equipment. He emphasized that being at the forefront of this trend creates value and supports margins, positioning the company well for the future.

Arun Jayaram sought commentary on Coterra Energy's projected CapEx reduction for next year, the drivers behind it, and how it aligns with the soft guide for 5% year-over-year oil growth.

Answer

Tom Jorden, Chairman, CEO, and President, attributed the ability to lower capital to good asset performance and a prudent approach to oil markets, emphasizing a focus on cash flow and profitability over volumes. Shane Young, Executive Vice President and CFO, highlighted that the 2026 plan aims for high capital efficiency and substantial free cash flow, noting a 60% increase in cash flow in 2025 over 2023. Blake Sirgo, Executive Vice President of Business Units, detailed how acquired assets are exceeding expectations through subsurface delineation, D&C efficiencies, and OpEx reductions.

Arun Jayaram asked for commentary on the drivers of the 'modestly down' CapEx reduction for 2026, particularly in relation to the soft guide of 5% year-over-year oil growth. He also sought more insights on the Franklin Mountain and Avant acquisitions, specifically how they exceeded expectations and the impact of the $86 million leasehold investment on inventory.

Answer

Tom Jorden, Chairman, CEO, and President, attributed the ability to lower capital to good asset performance and a prudent approach to oil markets, focusing on cash flow and profitability. Shane Young, Executive Vice President and CFO, reiterated flexibility for 2026 CapEx, emphasizing a capital-efficient plan. Blake Sirgo, Executive Vice President of Business Units, stated that teams improved the acquired assets by delineating new zones, adding net footage, driving down dollar per foot costs, and reducing OpEx.

Arun Jayaram from JP Morgan Chase & Co inquired about the expected oil growth trajectory in the second half of the year, asking for the company's confidence level in hitting the midpoint of its guidance, which implies a significant Q4 ramp. He also asked if the company is now confident enough to co-develop zones in Culberson County.

Answer

CEO Thomas Jorden stated the company has 'high confidence' in its oil forecast, describing it as 'simple arithmetic' driven by a statistical anomaly of high-working-interest projects coming online in Q4, not operational gymnastics. He also affirmed that the Harkey issue was not a co-development problem and that they are confident in their ability to co-develop zones.

Arun Jayaram of JPMorgan Chase & Co. requested an update on the Barbero row development, specifically the status of the Harkey wells planned there, and asked how the reduction in the Permian rig count aligns with maintaining the company's three-year outlook.

Answer

SVP of Business Units Michael Deshazer confirmed that six of the eight Harkey wells at Barbero have been removed from the current frac schedule. Chairman, CEO and President Thomas Jorden added that the overall three-year outlook for 5%+ oil growth remains intact despite the near-term rig count reduction in the Permian.

Arun Jayaram asked for key lessons from the Windham Row development, particularly the Wolfcamp and Harkey interplay, and sought clarification on the 2025 production guidance, which was maintained despite a shorter contribution period from newly acquired assets.

Answer

Chairman, CEO and President Thomas Jorden confirmed that reservoir performance met forecasts and they are encouraged by the results. SVP of Business Units Michael Deshazer added that data is still being analyzed to guide future co-development decisions. SVP of Operations Blake Sirgo explained that bolstered base production offset the shorter contribution from acquisitions, and noted that some capital savings from the Permian were reallocated to the Marcellus.

Arun Jayaram inquired about how returns from the Harkey shale compare to the Upper Wolfcamp and asked for an assessment of the regulatory risk from potential new setback rules in New Mexico.

Answer

Tom Jorden, Chairman, CEO and President, stated that while Harkey returns are outstanding, they are generally slightly lower than the Upper Wolfcamp. Regarding New Mexico, he characterized the setback rule story as "very overblown," emphasizing the state's reliance on oil and gas revenue and describing the regulatory environment as fair but tough, concluding it is not a serious risk at this time.

Arun Jayaram (JPMorgan Securities LLC) sought more details on the Liberty and Imperial Land project in Washington County and asked for insights into global LPG market trends, including regional price differences and the potential impact of a Trump-Xi trade deal on U.S. exports to China.

Answer

CEO Dennis Degner updated that the Liberty and Imperial project is progressing with positive movement towards defining end-users, supported by state funds. VP of Marketing Alan Engberg expressed optimism for the LPG market, citing strong demand growth from new PDH units and ethylene steam crackers, and significant U.S. export capacity expansions, expecting improved propane-to-crude ratios despite political volatility.

Arun Jayaram asked for more details on the Liberty and Imperial land project in Washington County and sought insights into the global LPG market, including price differentials between Far East, Europe, and the U.S., and the potential impact of a Trump-Xi trade deal on U.S. exports to China.

Answer

CEO Dennis Degner reiterated that the Liberty and Imperial project is progressing, with partners narrowing down end users and receiving state support. VP of Marketing Alan Engberg expressed optimism for the global LPG market, citing 700,000 barrels per day of demand growth by year-end 2026, driven by new PDH units and ethylene steam crackers. He noted that U.S. LPG export capacity is expanding significantly and is expected to be well-utilized, with Range gaining access to new East Coast export capacity by late 2026/early 2027.

Arun Jayaram asked for elaboration on the build-out of unconventional resources in Argentina, UAE, and Saudi, including early infrastructure and demand for intervention/stimulation equipment, and the outlook for FPSO Final Investment Decisions (FIDs) in 2025, 2026, and 2027, and their potential for significant awards for NOV.

Answer

Clay Williams (Chairman and CEO, NOV) and Jose Bayardo (President and COO, NOV) described the progression of international unconventional development, from coring services to infrastructure (fiberglass, flexible/rigid pipe) and eventually traditional service equipment like large diameter coil tubing and wireline units, noting a book-to-bill over 100% for intervention and stimulation equipment. Jose Bayardo indicated that FPSO FID estimates have softened due to the OPEC overhang, with three awarded year-to-date, but a brighter outlook and increased demand are expected in late 2026 and 2027.

Arun Jayaram of JPMorgan Securities asked for more details on the international build-out of unconventional resources in regions like Argentina, UAE, and Saudi Arabia, specifically noting demand for coil tubing and wireline equipment. He also questioned the outlook for FPSO Final Investment Decisions (FIDs) in 2025 and their progression into 2026-2027, and the potential for large awards for NOV.

Answer

Clay Williams, Chairman and CEO, highlighted active programs in Saudi Arabia, Argentina, and UAE, and noted emerging unconventional prospecting in Algeria, Turkey, Oman, Bahrain, and Australia. Jose Bayardo, President and COO, explained the broad spectrum of development stages, from early-stage coring services to later-stage demand for infrastructure (fiberglass, flexible/rigid pipe) and traditional service equipment like large diameter coil tubing and wireline units, noting a steadily improving book-to-bill for intervention and stimulation equipment. For FPSOs, Jose Bayardo mentioned that OPEC's production overhang has led to a slight reduction in FID estimates for 2024-2025, with a brighter outlook expected in late 2026 and 2027.

Arun Jayaram of JPMorgan Chase & Co. asked for more detail on the capital equipment order outlook, particularly for FPSOs, and inquired about NOV's position in the subsea flexibles market, including the new Petrobras agreement.

Answer

President and COO Jose Bayardo confirmed a strong FPSO pipeline with up to 12 potential awards in 2025, supported by customer confidence in long-term deepwater projects. Chairman and CEO Clay Williams highlighted the significance of the Petrobras agreement for flexible pipe, noting the business accounts for 10-15% of Energy Equipment revenue and has strong growth potential.

Arun Jayaram of JPMorgan Chase & Co. sought details on how rising production equipment demand could offset weaker rig equipment demand and asked for the key drivers of margin expansion in 2025.

Answer

Chairman, President and CEO Clay Williams and SVP and CFO Jose Bayardo explained that stronger book-to-bill ratios in production equipment are expected to offset a modest decline in rig-related demand. They identified three key drivers for 2025 margin expansion: the roll-off of older, lower-margin projects from the backlog, targeted cost savings, and the commercialization of new, higher-value technologies.

Arun Jayaram of JPMorgan Chase & Co. inquired about the sustaining capital needed for the pro forma Utica asset and whether the current activity level would drive growth. He also asked about the geological concept and primary risks for the new UAE exploration prospect.

Answer

CEO Ezra Yacob explained it was too early to define precise sustaining capital for the Utica but noted the asset has attractive dry gas optionality. For the UAE, he described it as a carbonate shale prospect where the primary challenge is not geological but operational, focusing on scaling infrastructure and driving down costs.

Arun Jayaram questioned EOG's decision to reduce CapEx as a low-cost producer and asked what macro factors might trigger further cuts. He also inquired about the company's cash return strategy, particularly share buybacks, in a more challenging commodity price environment.

Answer

CEO Ezra Yacob explained the CapEx reduction is a proactive measure of capital discipline to protect shareholder returns and free cash flow in a potentially oversupplied market, not a reflection of deteriorating project economics. CFO Ann Janssen reaffirmed that the cash return approach is unchanged, with the strong balance sheet allowing for returns greater than 100% of free cash flow, primarily through opportunistic share repurchases.

Arun Jayaram of JPMorgan Chase & Co. inquired about the wider-than-expected 2025 natural gas differential guidance and sought details on the potential capital profile and timeline for the new Bahrain venture.

Answer

SVP, Marketing and Midstream, Lance Terveen attributed the wider gas differential to near-term Gulf Coast basis weakness, noting new premium-priced contracts will ramp up throughout the year. CEO Ezra Yacob described the Bahrain project as a promising tight gas prospect with existing infrastructure but stated it is too early to provide a specific capital profile or cash flow timeline.

Arun Jayaram asked for details on the puts and takes for 2025 capital spending, specifically how capital would shift between basins given flat overall activity. He also questioned how the potential for countercyclical A&D and bolt-on acquisitions factored into the decision to increase gross debt.

Answer

COO Jeff Leitzell clarified that 2025 activity shifts will be minor, highlighted by a 50% increase in the Utica, while Dorado maintains a 1-rig program. He also noted strategic infrastructure spending will decrease from about $400 million in 2024 to around $100 million in 2025. Chairman and CEO Ezra Yacob added that the more efficient capital structure still preserves a leading balance sheet, maintaining financial strength for potential countercyclical bolt-on acquisitions.

Arun Jayaram asked for details on Murphy Oil's near-term exploration program, including key prospects in the Gulf of Mexico and West Africa, and inquired about the broader strategy for the Chinook development following the recent FPSO acquisition.

Answer

President, CEO & Director Eric Hambly outlined the upcoming exploration schedule, including the Cello and Banjo wells in the Gulf of Mexico, the Hai Suvong appraisal in Vietnam, and the Sievet prospect in Cote D'Ivoire. Regarding Chinook, he explained the FPSO acquisition enhances the economics of a planned high-rate development well, which could add 20-30 million barrels of resource and extend the field's life.

Arun Jayaram asked about Murphy Oil's capital allocation strategy in a lower oil price environment (e.g., mid-$50s) and how the recent Vietnam discovery impacts the Lac Da Vang (LDV) development plan.

Answer

President and CEO Eric Hambly stated that while the 2025 capital plan is currently maintained, the company has identified significant spending reductions it could implement if oil prices remain below $55/bbl. These cuts would primarily impact 2026 production. However, high-value international projects in Vietnam and Cote d'Ivoire would likely proceed. Hambly also explained the new Vietnam discovery would likely be developed as a capital-efficient tie-back to the LDV-A platform, accelerating its potential online date to before the end of the decade.

Arun Jayaram from JPMorgan Chase & Co. asked for clarification on Murphy Oil's long-term annual CapEx guidance of $1.1 billion to $1.3 billion, questioning if it includes development costs for the PON discovery in Côte d'Ivoire and the recent Hai Su Vang (HSV) discovery in Vietnam. He also requested initial estimates for the capital expenditure profiles of these two potential development projects.

Answer

President and CEO Eric Hambly clarified that the current long-range CapEx guidance includes the full development of the Lac Da Vang field but excludes any development costs for PON or Hai Su Vang. Hambly explained that a PON development is contingent on gas sales negotiations and would likely impact capital in the latter part of the decade (2027-2029). For the Hai Su Vang discovery, he provided a preliminary framework of $5 to $10 per barrel for development costs and another $5 to $10 per barrel for operating costs, noting the project's attractiveness.

Arun Jayaram asked for commentary on the regulatory environment in the Gulf of Mexico, particularly regarding lease sales and permitting. He also inquired about the status of the Paon (PON) project in Cote d'Ivoire, noting its appearance on a TechnipFMC opportunity list, and whether it was in the medium-term CapEx plan.

Answer

CEO Roger Jenkins and President and COO Eric Hambly expressed confidence that regulatory issues like the biological opinion would not impact operations, with Jenkins anticipating a more favorable environment under a new administration. Regarding Paon, Hambly confirmed rapid progress, with a field development plan on track for submission by year-end 2024, ahead of the late 2025 deadline. He clarified the project is not yet sanctioned and its potential costs are not included in the current $1.1 billion average annual CapEx guidance.

Arun Jayaram of JP Morgan Chase & Co sought to confirm if the early June guidance for Pressure Control margins had excluded the impact of increased Section 232 tariffs and recent legal costs. He also asked for more details on the nature of the legal dispute with Cameron.

Answer

CEO Scott Bender confirmed that the guidance did not factor in the significant Section 232 tariff increase and was also impacted by a pause in cost recovery efforts. An unnamed executive added that the legal charge relates to an IP dispute over the SafeLink product, noting the trial was delayed and more expenses are expected in the second half of the year. Further details are expected in the 10-Q filing.

Arun Jayaram asked about the timeline for the Vietnam facility to ramp up and replace China for U.S. supply, and how the company's average cost inventory method might impact margins in the second half of the year due to tariffs.

Answer

CEO Scott Bender stated the goal is for Vietnam to supply nearly 100% of U.S. needs, with the main gating item being the API certification process. CFO Jay Nutt explained that while they have significant pre-tariff inventory, some margin compression is expected in the back half of the year, which will be mitigated by supply chain diversification.

Arun Jayaram of JPMorgan Chase & Co. inquired about the company's strategy to mitigate tariff impacts, including a $6 million supply chain investment in Vietnam, and sought details on the new H2S-qualified product within the Spoolable Technologies segment.

Answer

Chairman and CEO Scott Bender detailed the plan for the new Vietnam facility to supply U.S. demand, shifting the China facility to serve international markets. He explained the $6 million investment enhances vertical manufacturing capabilities. Flex Steel CEO Steve Tadlock confirmed the H2S product is commercialized, with first shipments imminent, and noted it significantly expands the addressable market, particularly in the Middle East, supporting long-term international growth goals.

Arun Jayaram asked for an overview of the company's inorganic growth strategy and portfolio augmentation plans, and inquired about the potential risks from tariffs and how the company is positioned to mitigate them.

Answer

Chairman and CEO Scott Bender stated that while the primary M&A focus is on international opportunities, the company would consider another domestic acquisition similar to the successful FlexSteel deal, given its strong balance sheet. Regarding tariffs, Mr. Bender explained that Cactus is in the best position among competitors due to its existing U.S. manufacturing in Bossier City, the new non-Section 301 facility under development, and the fact that FlexSteel products are 100% U.S. made.

Arun Jayaram from JPMorgan Chase & Co. inquired about current pricing trends across the Middle East, particularly how they are being impacted by reduced conventional activity in Saudi Arabia. He also asked for more detail on the growth opportunities in Kuwait and how they support NESR's revenue growth expectations for 2025 and 2026.

Answer

Chairman and CEO Sherif Foda stated that pricing is expected to soften on large tenders, similar to the 2015-16 cycle, but noted that the Middle East did not experience significant price inflation previously. He highlighted Kuwait as a major growth driver, as the country is tendering its entire service ecosystem for its 2040 plan, positioning NESR to significantly grow its presence there and potentially making it the company's second-largest market.

Arun Jayaram asked for an elaboration on the strong Q4 margin performance and the outlook for margin progression in 2025. He also requested more detail on NESR's commercial activities and growth drivers in Kuwait, including its work with KOC and the recent offshore discovery.

Answer

CFO Stefan Angeli attributed the strong Q4 margin performance to excellent service quality and operational execution, expecting 2025 margins to be similar to 2024. Chairman and CEO Sherif Foda described Kuwait as a key growth market, highlighting its rig count growth and major offshore discovery. He noted NESR's significant expansion in the country and its selection as one of five partners for the Ahmadi Innovation Valley (AIV), which will deepen its relationship with KOC and drive future growth.

Arun Jayaram of JPMorgan Chase & Co. requested elaboration on APA's plan to shift to denser well spacing in the Permian. He also asked new CFO Ben Rodgers about the strategy for deploying asset sale proceeds toward debt reduction, given various options like repurchasing discounted bonds.

Answer

CEO John Christmann described the move to tighter spacing and smaller fracs as a natural evolution to improve resource development efficiency. President and CFO Steve Riney noted that ongoing cost reductions make denser drilling more economic and that a comprehensive inventory update is forthcoming. CFO Ben Rodgers stated that after paying off the Callon term loan, proceeds will provide flexibility to opportunistically address the debt stack, including bonds trading below par which offer attractive yields.

Arun Jayaram asked about the PDP decline rate for gas in Egypt to better understand the incremental volume potential and questioned if APA was considering adding another 'leg to the stool' for its long-term portfolio.

Answer

CEO John Christmann stated that the main [Caser] gas field has been on a double-digit decline but believes the new program can add material incremental volumes. On portfolio strategy, he expressed confidence in the current three pillars: a reshaped Permian, a long-life Egypt asset, and significant growth coming from Suriname in 2028. He believes this positions the company well for the future, supplemented by exploration in places like Alaska.

Speaking for Arun Jayaram of JPMorgan, an analyst asked if the previously guided 4,000 barrels a day of volume growth for 2026 is still intact and inquired about activity trends among smaller third-party operators.

Answer

CEO Kaes Van't Hof confirmed he sees no reason to change the 2026 growth outlook, as Viper will continue to focus on high-NRI (net royalty interest) areas. He added that while smaller private operators may be delaying completions, Viper's assets are concentrated with larger, more resilient operators who are maintaining activity.

Arun Jayaram asked for the oil mix of the recently acquired Ridgemar properties and how that might affect Crescent's oil mix trend for the year. He also inquired about the tangible benefits of eliminating the Up-C structure and sought clarification on KKR's 180-day lock-up.

Answer

Executive Brandi Kendall stated the Ridgemar assets are roughly 70% oil, which will cause the company's oil cut to increase by a low to mid-single digit percentage quarter-over-quarter. CEO David Rockecharlie explained the Up-C elimination simplifies financial reporting and makes the stock easier to own. He characterized KKR's lock-up as a positive indicator of their long-term commitment, not a precursor to selling.

Arun Jayaram noted that the Q3 cost structure was below guidance and asked for the outlook, and also requested a bridge to Q4 oil volumes considering the full contribution from recent acquisitions.

Answer

Brandi Kendall, an executive, attributed the Q3 cost outperformance ($12.57/BOE) to accelerated synergies and operational optimizations. She guided for future costs to be in the Q3 to $13/BOE range. For Q4 volumes, she suggested the oil cut would be similar to Q3's 39% and pointed to the reaffirmed full-year production guidance, implying a low-to-mid 250s Mboe/d total volume.

Arun Jayaram asked for more detail on the potential for large 'chunky' orders in the Heat Transfer Systems (HTS) segment and inquired about the drivers behind the strong Q1 margin performance.

Answer

CEO Jillian Evanko explained that the HTS order pipeline remains robust despite a quarterly decline due to timing, with potential large projects ranging from $20 million to $140 million. She attributed the Q1 margin outperformance to strong conversion of higher-margin LNG (IPSMR) and data center backlog in HTS, favorable mix in CTS, and a significant milestone of the Specialty Products segment achieving over 30% gross margin.

Arun Jayaram asked about the quality and margin profile of the strong Q4 bookings and requested details on the $2 billion in customer commitments that are not yet included in the backlog.

Answer

CEO Jillian Evanko confirmed the Q4 bookings were high-quality and margin-accretive, driven by the Woodside LNG order in HTS and strong performance in carbon capture and space exploration. She detailed that the $2 billion in commitments includes about 50% from large LNG projects, with the rest from hydrogen, carbon capture, and a significant helium project, contingent on financing or final investment decisions.

Arun Jayaram from JPMorgan Chase & Co. asked about the sustainability of the strong 37% margins in the MENA segment, the contribution from the Coretrax acquisition, and the company's strategy on share buybacks given its net cash position and depressed equity valuation.

Answer

CEO Michael Jardon explained that MENA's stability is anchored by long-term contracts with National Oil Companies in Saudi Arabia and Algeria, particularly in onshore unconventional gas. He noted the Coretrax integration has been very successful, driving market penetration in MENA and Australia, and that the company is being methodical about its global rollout. Regarding capital allocation, Jardon acknowledged the opportunity to 'lean into' share repurchases amid market choppiness. CFO Quinn Fanning clarified that the full-year free cash flow guidance of approximately $120 million is net of CapEx.

Arun Jayaram asked for an update on the Congo project, specifically its transition to the O&M phase, the status of past losses, and the assumptions for it in the Q4 guidance. He also inquired about current business trends in Mexico.

Answer

CEO Michael Jardon confirmed the Congo project is about to enter its O&M phase, with final economics dependent on variation order resolutions. CFO Quinn Fanning noted the high end of Q4 guidance assumes a favorable outcome for the project. Regarding Mexico, Jardon described recent choppiness due to leadership transitions but observed activity patterns are beginning to normalize.

Arun Jayaram asked about the implications of Noble's recent contract awards with Shell for Transocean's incumbent rigs and sought elaboration on activity assumptions for West Africa.

Answer

EVP & Chief Commercial Officer Roddie Mackenzie explained that Transocean took a portfolio view and chose not to match the rate levels for that asset class, opting for a longer-term view on rates for its rigs, which become available later. He noted strong inbound interest for these rigs from other operators. President & CEO Keelan Adamson affirmed Shell remains a key customer with future needs. Regarding West Africa, Mackenzie highlighted that the region is 'waking up' with multi-year, multi-rig opportunities expected, predicting the region will require more rigs than are currently present by 2026.

Arun Jayaram asked for elaboration on the Brazilian market, particularly Petrobras's future rig demand. He also inquired about an insurance recovery and whether the 2025 O&M cost guidance includes anticipated efficiency savings.

Answer

EVP and CCO Roddie Mackenzie highlighted Brazil's positive growth, with the rig count expected to reach 32-33 by H2 2025, and noted Petrobras needs all currently contracted rigs. EVP and CFO Thad Vayda clarified that the 2025 O&M guidance does not yet include savings from the new efficiency program and referred to the 10-K for details on a past asbestos settlement.

Arun Jayaram of JPMorgan Chase & Co. asked for Transocean's view on industry consolidation at the premium end, particularly regarding press reports of a potential merger with Seadrill. He also requested more detail on the reliability issues with the new 20,000-psi BOPs.

Answer

CEO Jeremy Thigpen declined to comment on speculative reports but affirmed that Transocean views consolidation as healthy for the industry, citing potential synergies while stressing that any deal must be based on asset quality and value. Regarding the BOPs, President & COO Keelan Adamson described the issues as 'infant mortality' not unexpected with new, high-tolerance technology. He expressed confidence that Transocean and its partners would resolve them quickly, drawing on past experience with new equipment introductions.

Arun Jayaram asked for Liberty's perspective on a normalized frac fleet count if U.S. oil production were to decline and requested more details on the company's plans to support increased natural gas activity.

Answer

CEO Ron Gusek estimated that a 1 million barrel-per-day drop in unconventional oil output might reduce the active frac fleet from ~220 to ~190 crews, which he described as not catastrophic. He also confirmed that strengthening natural gas fundamentals are leading to increased customer activity, and Liberty is actively scheduling more work in gas basins for Q2 and Q3.

Arun Jayaram from JPMorgan asked about the expected return profile for the mobile power generation business and inquired about Liberty's intellectual property and the financial benefits associated with the new Cummins variable-speed natural gas engine.

Answer

CEO Ron Gusek and CFO Michael Stock detailed that returns for the power business will vary with contract terms, targeting an average in the mid-to-high teens. Regarding the new engine, Gusek clarified that while Cummins holds the engine IP, Liberty is the advantaged launch partner. The financial benefits for Liberty include sharing in customer fuel savings, significantly longer engine overhaul intervals (60k-80k hours vs. 20k-25k for diesel), and lower maintenance costs.

Arun Jayaram asked about the specific activities and timeline required to prove up more of the Katmai resource, moving from the current 50 million barrels of proved reserves toward the larger resource potential.

Answer

Interim Co-President and CFO Sergio Maiworm explained that proving up reserves is a function of both additional drilling and the passage of time. Due to offshore reserve booking rules, probable reserves naturally convert to proved developed producing (PDP) reserves as the field produces over time. While new wells would accelerate this booking, it may not be the most economic path, and reserves will be added over time without significant new capital.

Arun Jayaram asked if the two floaters in advanced discussions had 2025 start dates and inquired whether the ARO Drilling newbuild jackup would require capital injections from Valaris.

Answer

CEO Anton Dibowitz clarified that the focus is on securing attractive long-term contracts, which may start in 2026, before potentially finding shorter 'bridge' work. He also stated that the ARO Drilling newbuild program is expected to be self-funded through ARO's cash flow and external financing, with no intention for Valaris or Aramco to inject new capital.

Arun Jayaram from JPMorgan Chase & Co. requested clarification on the 2026 SANAD EBITDA projection and asked for a detailed breakdown of the company's non-SANAD capital expenditures for 2025.

Answer

CEO Anthony Petrello clarified that the 15 newbuild rigs in the SANAD program would generate an average of approximately $12 million in EBITDA per rig. He then detailed the non-SANAD 2025 CapEx of roughly $355 million, which includes about $280-285 million for sustaining CapEx, $56 million for international contract startups, $5 million for NDS, and $9 million for corporate and R&D expenses.

Arun Jayaram asked about the strategic rationale and financial impact of the Parker Wellbore acquisition, focusing on its business moats and capital intensity. He also inquired about the significant drilling efficiency gains in the Lower 48 and their potential impact on rig demand in 2025.

Answer

Chairman, President & CEO Anthony Petrello and CFO William Restrepo explained that the Parker Wellbore acquisition is a strategic fit that accelerates their Drilling Solutions strategy, particularly with the high-return Quail Tools business. They highlighted that the deal is accretive to free cash flow per share and improves the company's overall free cash conversion rate. Regarding drilling efficiency, Mr. Petrello noted that while gains are significant, the focus is shifting to longer laterals and advanced downhole tools to add value, rather than simply reducing rig count.

Inquired about the NPVs and value creation potential of the refrac program compared to primary development, and asked if the accounting changes in Equatorial Guinea would affect the reporting of cash flow from operations.

Answer

The company stated that refracs are highly competitive economically, with Bakken refracs comparable to new industry wells and Eagle Ford refracs performing at a top-quartile level. They emphasized that 30% of these opportunities are in the Ensign acreage, representing upside to that acquisition. Regarding EG accounting, the change is seen as a positive for cash flow reporting, as it reduces timing issues related to dividend distributions by consolidating more of the business.